Organizational Performance

Gallup’s 2026 State of the Global Workplace report includes a line that stopped me cold: “One way of thinking about employee engagement is as a measure of readiness for change.” The same report confirms that […]

Employee willingness to support organizational change has plummeted from 74% in 2016 to just 38% in 2024, according to Gartner workforce tracking data. The collapse coincides with a fivefold increase in the volume of change

Nearly one in three hybrid workers is quietly looking for a new job, even as retention rates hold steady. The latest workforce data exposes a growing gap between physical presence and psychological engagement that most

The data that got my attention Prosci and IDC research found that 87% of new behaviors introduced during organizational change vanish within 90 days unless leaders actively reinforce them. That number should stop every executive

Companies spend $2.3 trillion annually on transformation initiatives that mostly fail. The pattern is familiar: big launches, shifting priorities, and projects that quietly disappear without finishing. The result is a treadmill where organizations keep running

The data that got my attention Gallup’s 2026 State of the Global Workplace report landed with a finding that should stop every executive cold: not a single region on earth increased employee engagement in 2025.

89% of corporate leaders say AI has had no impact on their company’s labor productivity over the past three years. Yet 65% of individual workers report that AI has positively affected their personal productivity. That

Gallup’s 2026 State of the Global Workplace report contains a number that should stop every executive cold. Within best-practice organizations, 79% of managers are engaged at work. The global average is 22%. That 57-point gap

Manager engagement is collapsing at a rate that has erased nearly all of the advantage managers once held over the teams they supervise. Gallup’s 2026 State of the Global Workplace report shows the manager engagement

Nearly every manager in corporate America is doing two jobs at once, and the strain is reshaping how organizations function. A new analysis of workforce data reveals that the player-coach model, where managers also carry