Leading People-Centric Organizational Change

I’m thrilled to share that a case study I authored was recently published in the latest edition of Managing and Leading People Through Organizational Change. It’s written by Julie Hodges, who is a professor of organizational change at Durham University Business School. (She was also a guest on Apogy’s podcast, Change Leader Insights!) 

As an adjunct professor and change leadership consultant, I’ve studied, taught, and applied a wide range of models and frameworks over the years (including Apogy’s). Most models, while they are helpful to understand, tend to frame change as a structured, step-by-step process. But, structure doesn’t change hearts, minds, or behaviors.

In my experience, what’s often missing (and what we've tried to solve for in our program) is the ability to effectively navigate the human side of change: the emotions, the uncertainty, and the very real impact of change on a person’s sense of identity and well-being. 

That’s also where Julie’s book shines.

This edition highlights the importance of responsibility, relationships, and trust. It includes chapters like “The Impact of Organizational Change on Emotions”, “Ensuring Positive Mental Health and Well-Being”, and “Embedding and Sustaining Change Ethically and Responsibly.” It’s a people-centric take on what it really means to lead change—and I was honored to contribute to it.

At Apogy, we’ve always believed that change is not just a task to be managed, it's an experience you cultivate. So, if you’re a leader or practitioner leading change, I highly recommend this book. Not just because I contributed to it, but because it speaks to the future of work: one where engaged and empowered people - not structure and tools - power change.

Sincerely, 

Jessica Crow
Founder, Apogy