{"id":17664,"date":"2025-07-15T06:34:53","date_gmt":"2025-07-15T06:34:53","guid":{"rendered":"https:\/\/emergeperformance.net\/?p=17664"},"modified":"2026-09-17T17:46:24","modified_gmt":"2026-09-17T17:46:24","slug":"organizational-development-lasting-change","status":"publish","type":"post","link":"https:\/\/emergeperformance.net\/zh\/organizational-development-lasting-change\/","title":{"rendered":"Agility in Action: How Can Organizational Development Make Change Stick?"},"content":{"rendered":"<div data-elementor-type=\"wp-post\" data-elementor-id=\"17664\" class=\"elementor elementor-17664\">\n\t\t\t\t<div class=\"elementor-element elementor-element-7fde6a86 e-flex e-con-boxed e-con e-parent\" data-id=\"7fde6a86\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-38371cb9 elementor-widget elementor-widget-text-editor\" data-id=\"38371cb9\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<style>\n.ep-growth{--navy:#002957;--red:#f0172e;--yellow:#f5c149;--charcoal:#414042;--cream:#fdfaf5;--ice:#eef4f9;color:var(--charcoal);font-size:17px;line-height:1.75}<br \/>.ep-growth *{box-sizing:border-box}.ep-growth p{margin:.7em 0 1.05em}.ep-growth strong{color:var(--navy);font-weight:750}<br \/>.ep-growth>p:first-child{margin:0 0 1.2rem;color:var(--charcoal);font-size:17px}.ep-growth>p:first-child strong{color:var(--navy)}<br \/>.ep-growth h2{margin:2.6rem 0 .8rem;padding:12px 16px;border-left:6px solid var(--red);border-bottom:1px solid #d7dfe8;border-radius:6px;background:transparent;color:var(--navy);font-size:clamp(26px,3vw,36px);line-height:1.2;font-weight:750;scroll-margin-top:110px}<br \/>.ep-growth h3{margin:2rem 0 .55rem;padding-left:13px;border-left:4px solid var(--red);color:var(--navy);font-size:clamp(20px,2vw,26px);line-height:1.3;font-weight:700}<br \/>.ep-growth a{color:var(--navy);text-decoration-color:var(--red);text-decoration-thickness:2px;text-underline-offset:3px}.ep-growth a:hover,.ep-growth a:focus{color:var(--red)}<br \/>.ep-growth #contents{margin:2.6rem 0 12px;padding:0;border:0;background:none;color:var(--navy)}<br \/>.ep-toc{margin:0 0 2.5rem;padding:0;border:0;background:transparent}.ep-toc ul{columns:2;column-gap:32px;margin:0;padding-left:22px}.ep-toc li{break-inside:avoid;margin:0 0 8px}.ep-toc a{color:var(--navy);text-decoration:none;font-weight:600}.ep-toc a:hover,.ep-toc a:focus{color:var(--red);text-decoration:underline}<br \/>.ep-callout{margin:28px 0;padding:20px 24px;border:1px solid #ccd8e5;border-left:6px solid var(--red);border-radius:0 12px 12px 0;background:linear-gradient(90deg,var(--ice),#f8fafc);box-shadow:0 7px 20px rgba(65,64,66,.09)}.ep-callout p{margin:.3em 0}.ep-callout p:first-child strong{color:var(--red)}<br \/>.ep-table-wrap{overflow-x:auto;margin:24px 0 34px;border:1px solid #c9d5e2;border-radius:14px;box-shadow:0 10px 28px rgba(0,41,87,.14)}<br \/>.ep-table-wrap table{width:100%;min-width:680px;border-collapse:separate;border-spacing:0;font-size:15px;line-height:1.55;background:#fff}.ep-table-wrap th{padding:16px;border:0;border-right:1px solid rgba(255,255,255,.2);background:linear-gradient(120deg,var(--navy),#0b4b83);color:#fff;text-align:left;font-weight:750}.ep-table-wrap th strong{color:#fff}.ep-table-wrap td{padding:15px 16px;border:0;border-right:1px solid #e2e6eb;border-bottom:1px solid #dce2e8;vertical-align:top}.ep-table-wrap tr:nth-child(even) td{background:var(--cream)}.ep-table-wrap tr:last-child td{border-bottom:0}.ep-table-wrap td:first-child{color:var(--navy);font-weight:700;background:var(--ice)}<br \/>.ep-article-image{margin:34px auto 42px;max-width:1080px}.ep-article-image img{display:block;width:100%;height:auto;border-radius:14px;box-shadow:0 12px 30px rgba(0,41,87,.16)}.ep-article-image figcaption{margin-top:10px;color:#5a6b7c;font-size:14px;line-height:1.5;text-align:center}<br \/>.ep-takeaways{padding:20px 24px 20px 46px;border:1px solid #ccd8e5;border-radius:14px;background:var(--cream);box-shadow:0 8px 22px rgba(0,41,87,.08)}.ep-takeaways li{margin-bottom:10px;padding-left:5px}.ep-growth li::marker{color:var(--red)}<br \/>.ep-recording{display:flex;gap:24px;align-items:center;justify-content:space-between;margin:42px 0 24px;padding:24px 26px;border-left:6px solid var(--red);border-radius:0 14px 14px 0;background:var(--ice);box-shadow:0 8px 22px rgba(0,41,87,.08)}.ep-recording h2{margin:.15em 0;padding:0;border:0;background:none;font-size:27px}.ep-recording p{margin:.25em 0;max-width:720px}.ep-eyebrow{color:var(--red);font-size:12px;font-weight:800;letter-spacing:.16em}<br \/>.ep-button{display:inline-flex;align-items:center;justify-content:center;gap:8px;width:max-content;max-width:100%;padding:11px 16px;border-radius:9px;background:var(--yellow);color:var(--navy)!important;text-decoration:none!important;font-weight:850;line-height:1.25;box-shadow:0 7px 18px rgba(0,0,0,.12)}.ep-button:hover,.ep-button:focus{background:#fff;box-shadow:0 0 0 4px var(--yellow)}<br \/>.ep-tcv-cta{position:relative;display:grid;grid-template-columns:minmax(0,1.6fr) minmax(160px,.4fr);gap:24px;align-items:center;margin-top:2.2rem;padding:26px 28px;border-radius:22px;overflow:hidden;background:linear-gradient(135deg,var(--navy) 0%,#073d70 100%);color:#fff;box-shadow:0 14px 36px rgba(0,41,87,.22)}<br \/>.ep-tcv-cta::before{content:\"\";position:absolute;right:-55px;top:-65px;width:190px;height:190px;border:30px solid rgba(240,23,46,.18);border-radius:50%}.ep-tcv-copy,.ep-tcv-visual{position:relative;z-index:1}.ep-tcv-eyebrow{margin:0 0 7px;color:var(--cream);font-size:11px;font-weight:800;letter-spacing:.16em;text-transform:uppercase}.ep-tcv-free{display:inline-flex;margin:0 0 10px;padding:5px 9px;border:1px solid var(--cream);border-radius:999px;color:var(--cream);font-size:11px;font-weight:850;letter-spacing:.08em;text-transform:uppercase}<br \/>.ep-tcv-cta h2{margin:0 0 14px;padding:0;border:0;background:none;color:#fff;font-size:clamp(25px,3vw,34px);line-height:1.12;font-weight:800}.ep-tcv-sub{max-width:620px;margin:0 0 15px;color:#e7eef6;font-size:15px;line-height:1.5}.ep-tcv-pills{display:flex;flex-wrap:wrap;gap:7px;margin:0 0 17px}.ep-tcv-pills span{padding:5px 9px;border:1px solid rgba(255,255,255,.28);border-radius:999px;color:#fff;font-size:11px;font-weight:650}.ep-tcv-button{display:inline-flex;align-items:center;gap:8px;padding:10px 14px;border-radius:9px;background:var(--yellow);color:var(--navy)!important;text-decoration:none!important;font-weight:800;box-shadow:0 7px 18px rgba(0,0,0,.16);transition:transform .2s ease,box-shadow .2s ease}.ep-tcv-button:hover{transform:translateY(-2px);box-shadow:0 10px 24px rgba(0,0,0,.22)}.ep-tcv-button span{color:var(--red);font-size:18px;line-height:1}.ep-tcv-visual{display:flex;min-height:155px;flex-direction:column;justify-content:center;padding:16px 18px;border-left:1px solid rgba(255,255,255,.2)}.ep-tcv-mark{color:var(--red);font-size:clamp(42px,6vw,64px);line-height:.85;font-weight:900;letter-spacing:-.08em}.ep-tcv-visual p{margin:12px 0 0;color:#fff;font-size:clamp(17px,2vw,22px);line-height:1.2;font-weight:700}.ep-tcv-visual p span{color:var(--cream)}<br \/>@media(max-width:767px){.ep-growth{font-size:16px}.ep-growth h2{font-size:25px}.ep-toc ul{columns:1}.ep-table-wrap{-webkit-overflow-scrolling:touch}.ep-recording{display:block;padding:21px 20px}.ep-recording .ep-button{margin-top:12px}.ep-tcv-cta{grid-template-columns:1fr;padding:22px 18px;gap:16px}.ep-tcv-sub{font-size:14px}.ep-tcv-visual{min-height:0;padding:16px 0 0;border-left:0;border-top:1px solid rgba(255,255,255,.2)}}<br \/> .ep-growth .MsoTableGrid{width:100%;margin:2.2rem 0;border:1px solid #d7dfe8!important;border-radius:12px;overflow:hidden;border-collapse:separate;border-spacing:0;box-shadow:0 10px 26px rgba(0,41,87,.12);font-size:16px;line-height:1.5}.ep-growth .MsoTableGrid td{border:0!important;padding:14px 16px!important;vertical-align:top;background:#fff!important;color:#414042!important}.ep-growth .MsoTableGrid thead td{background:#002957!important;color:#fff!important;border-bottom:0!important}.ep-growth .MsoTableGrid thead td *,.ep-growth .MsoTableGrid thead b{color:#fff!important;font-weight:750}.ep-growth .MsoTableGrid tbody tr:nth-child(even) td{background:#f7f9fb!important}.ep-growth .MsoTableGrid tbody td:first-child{color:#002957!important;font-weight:750}.ep-growth .MsoTableGrid p{margin:0!important}.ep-growth .MsoTableGrid tr:first-child td:first-child{border-top-left-radius:11px}.ep-growth .MsoTableGrid tr:first-child td:last-child{border-top-right-radius:11px}.ep-growth .MsoTableGrid tr:last-child td:first-child{border-bottom-left-radius:11px}.ep-growth .MsoTableGrid tr:last-child td:last-child{border-bottom-right-radius:11px}@media(max-width:767px){.ep-growth .MsoTableGrid{font-size:14px}.ep-growth .MsoTableGrid td{padding:11px 10px!important}}<\/style> <style>.elementor-text-editor li::marker{color:#f0172e}.ep-growth .ep-toc ul{columns:2;column-gap:32px}<\/style>\n<div><nav aria-label=\"Table of contents\">A new strategy, system, structure, or operating model does not create change on its own. Change becomes real when people understand what is different, have the capability and conditions to act differently, and can see that the new way of working is reinforced over time. <strong>Organizational agility helps create those conditions<\/strong>. It gives leaders and teams a disciplined way to learn, adapt, and stay aligned while change is still unfolding.That is different from moving quickly for its own sake. An organization can make fast decisions and still create confusion if priorities, roles, and measures are unclear. It can also spend months planning a transformation and still lose momentum if people are asked to adopt a change without practical support. <strong>Agility is the capacity to respond to evidence without losing the purpose of the work<\/strong>.Organizational development (OD) contributes by focusing on the <strong>human and systemic side of the change<\/strong>: relationships, leadership behavior, culture, decision making, structures, rewards, and learning. It asks not only \u201cWhat must change?\u201d but \u201cWhat must people be able to do, believe, and experience for the change to become normal?\u201d\n<figure><a href=\"https:\/\/emergeperformance.net\/wp-content\/uploads\/2026\/08\/Agility-in-Action-Hero.png\"><img decoding=\"async\" class=\"alignnone lazyload\" style=\"--smush-placeholder-width: 438px; --smush-placeholder-aspect-ratio: 438\/48;display: block; width: 100%; height: auto; border-radius: 12px; box-shadow: 0 8px 20px rgba(0,41,87,.16);\" data-src=\"https:\/\/emergeperformance.net\/wp-content\/uploads\/2026\/08\/Agility-in-Action-Hero.png\" alt=\"Organizational agility connecting strategy and everyday change\" width=\"438\" height=\"48\" src=\"data:image\/svg+xml;base64,PHN2ZyB3aWR0aD0iMSIgaGVpZ2h0PSIxIiB4bWxucz0iaHR0cDovL3d3dy53My5vcmcvMjAwMC9zdmciPjwvc3ZnPg==\" \/><\/a><figcaption style=\"font-size: 13px; line-height: 1.4; color: #6b7280; text-align: center; margin-top: 8px;\">Figure 1. Organizational agility connects strategic direction with the day-to-day experience of change.<\/figcaption><\/figure>\n<h2>Table of Contents<\/h2>\n<ul style=\"columns: 2; column-gap: 32px;\">\n \t<li><a href=\"#what-is-organizational-agility\">What organizational agility actually means<\/a><\/li>\n \t<li><a href=\"#why-change-efforts-lose-momentum\">Why change efforts lose momentum<\/a><\/li>\n \t<li><a href=\"#agility-organizational-development-and-change-management\">Agility, OD, and change management: how they work together<\/a><\/li>\n \t<li><a href=\"#five-practices-that-make-change-stick\">Five practices that make change stick<\/a><\/li>\n \t<li><a href=\"#how-to-create-strategic-alignment-during-change\">How to create strategic alignment<\/a><\/li>\n \t<li><a href=\"#how-leaders-can-support-adoption\">How leaders can support adoption<\/a><\/li>\n \t<li><a href=\"#what-to-measure-during-an-agile-change\">What to measure<\/a><\/li>\n \t<li><a href=\"#a-90-day-starting-plan\">A 90-day starting plan<\/a><\/li>\n \t<li><a href=\"#common-mistakes-to-avoid\">Common mistakes to avoid<\/a><\/li>\n \t<li><a href=\"#frequently-asked-questions\">Frequently asked questions<\/a><\/li>\n<\/ul>\n<\/nav>\n<figure><\/figure>\n<h2 style=\"border-left: 6px solid #f0172e; padding: 12px 16px; background: transparent; color: #002957;\">What Is Organizational Agility?<\/h2>\nOrganizational agility is an organization\u2019s ability to notice meaningful changes in its environment, make choices, and adapt its work in a coordinated way. It combines strategic clarity with operational learning. Agile organizations do not treat every signal as a reason to reorganize. They distinguish between a temporary disruption and evidence that priorities, processes, capabilities, or customer assumptions need to change.\n\nThe Agile Manifesto was written for software development, so it should not be copied mechanically into every function. Its underlying themes remain useful more broadly: value people and interactions, collaborate closely with customers or stakeholders, deliver in smaller increments, and respond to change when evidence justifies it. In an OD context, those themes become practical questions about participation, feedback, experimentation, and learning.\n\nAgility is therefore not a personality trait or a slogan. <strong>It is a set of organizational habits<\/strong>: clear choices, short learning cycles, candid information flow, disciplined follow-through, and the willingness to revise an approach when the evidence says it is not working.\n<h2 style=\"border-left: 6px solid #f0172e; padding: 12px 16px; background: transparent; color: #002957;\">Why Change Efforts Lose Momentum<\/h2>\nThe popular statement that \u201c70% of change fails\u201d is too blunt to be a useful planning tool. Different studies define success, scope, and failure differently. A better question is: which parts of the change are not being adopted, by whom, and why? That moves the conversation from a dramatic statistic to observable evidence.\n<h3>1. The case for change stays abstract<\/h3>\nEmployees may understand a strategic announcement while still not know what will change in their own decisions, workload, relationships, or performance expectations. When the \u201cwhy\u201d is not connected to real work, people fill the gaps with assumptions or wait for the initiative to pass.\n<h3>2. Design happens without enough frontline insight<\/h3>\nSenior leaders often hold an essential enterprise view, while frontline people understand the operational constraints that determine whether a solution will work. Co-creation does not mean asking everyone to approve every decision. It means involving people early enough to improve the design, anticipate consequences, and create credible local ownership.\n<h3>3. The organization changes too many things at once<\/h3>\nWhen several initiatives compete for the same attention, managers can become translators for overlapping messages rather than leaders of adoption. A portfolio view helps leaders sequence work, stop lower-value activity, and make the few non-negotiable changes visible.\n<h3>4. Learning arrives after the launch<\/h3>\nA post-implementation review can be valuable, but it is too late to correct the obstacles that people encounter in the first weeks. Short feedback loops allow teams to test assumptions, identify friction, and adapt training, systems, or communication while adoption is still forming.\n<h3>5. The formal system rewards old behavior<\/h3>\nPeople notice what is measured, promoted, funded, and modeled. If leaders ask for collaboration but reward local optimization, the old operating system will win. OD makes these contradictions discussable and helps align structures, incentives, and everyday leadership behavior with the desired change.\n<h2 style=\"border-left: 6px solid #f0172e; padding: 12px 16px; background: transparent; color: #002957;\">Agility, Organizational Development, and Change Management<\/h2>\nThese disciplines overlap, but each makes a distinct contribution. Strong transformations usually combine them instead of asking one approach to do all the work.\n\nFor example, a new customer platform needs project management to deliver the technology, change management to support adoption, OD to address the leadership and workflow implications, and agility to keep the implementation responsive to customer and employee feedback. Treating any one of these as optional can create a gap between a technically complete rollout and a change that people actually use.\n<table style=\"border: 1px solid #d7dfe8; margin: 2.2rem 0px; border-collapse: separate; width: 612px; border-radius: 12px; box-shadow: rgba(0, 41, 87, 0.12) 0px 10px 26px; overflow: hidden; background: #ffffff;\" border=\"1\" cellspacing=\"0\" cellpadding=\"0\">\n<thead>\n<tr>\n<td style=\"vertical-align: top; background: #002957 !important; border: 0px !important; padding: 14px 16px !important; color: #ffffff !important;\"><span style=\"font-size: 9pt; line-height: 13.44px;\">Discipline<\/span><\/td>\n<td style=\"vertical-align: top; background: #002957 !important; border: 0px !important; padding: 14px 16px !important; color: #ffffff !important;\"><span style=\"font-size: 9pt; line-height: 13.44px;\">Primary focus<\/span><\/td>\n<td style=\"vertical-align: top; background: #002957 !important; border: 0px !important; padding: 14px 16px !important; color: #ffffff !important;\"><span style=\"font-size: 9pt; line-height: 13.44px;\">Useful output<\/span><\/td>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td style=\"vertical-align: top; background: #ffffff !important; border-width: 1px 0px 0px !important; border-style: solid none none !important; border-color: #e4e9ef currentcolor currentcolor !important; padding: 14px 16px !important; color: #414042 !important; border-image: none !important;\"><span style=\"font-size: 9pt; line-height: 13.44px;\">Organizational agility<\/span><\/td>\n<td style=\"vertical-align: top; background: #ffffff !important; border-width: 1px 0px 0px !important; border-style: solid none none !important; border-color: #e4e9ef currentcolor currentcolor !important; padding: 14px 16px !important; color: #414042 !important; border-image: none !important;\"><span style=\"font-size: 9pt; line-height: 13.44px;\">Sense, decide, learn, and adapt in changing conditions.<\/span><\/td>\n<td style=\"vertical-align: top; background: #ffffff !important; border-width: 1px 0px 0px !important; border-style: solid none none !important; border-color: #e4e9ef currentcolor currentcolor !important; padding: 14px 16px !important; color: #414042 !important; border-image: none !important;\"><span style=\"font-size: 9pt; line-height: 13.44px;\">Shorter learning cycles and more responsive coordination.<\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"vertical-align: top; background: #ffffff !important; border-width: 1px 0px 0px !important; border-style: solid none none !important; border-color: #e4e9ef currentcolor currentcolor !important; padding: 14px 16px !important; color: #414042 !important; border-image: none !important;\"><span style=\"font-size: 9pt; line-height: 13.44px;\">Organizational development<\/span><\/td>\n<td style=\"vertical-align: top; background: #ffffff !important; border-width: 1px 0px 0px !important; border-style: solid none none !important; border-color: #e4e9ef currentcolor currentcolor !important; padding: 14px 16px !important; color: #414042 !important; border-image: none !important;\"><span style=\"font-size: 9pt; line-height: 13.44px;\">Build healthier, more effective systems, relationships, and capability.<\/span><\/td>\n<td style=\"vertical-align: top; background: #ffffff !important; border-width: 1px 0px 0px !important; border-style: solid none none !important; border-color: #e4e9ef currentcolor currentcolor !important; padding: 14px 16px !important; color: #414042 !important; border-image: none !important;\"><span style=\"font-size: 9pt; line-height: 13.44px;\">Changes to culture, leadership, structures, and ways of working.<\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"vertical-align: top; background: #ffffff !important; border-width: 1px 0px 0px !important; border-style: solid none none !important; border-color: #e4e9ef currentcolor currentcolor !important; padding: 14px 16px !important; color: #414042 !important; border-image: none !important;\"><span style=\"font-size: 9pt; line-height: 13.44px;\">Change Management<\/span><\/td>\n<td style=\"vertical-align: top; background: #ffffff !important; border-width: 1px 0px 0px !important; border-style: solid none none !important; border-color: #e4e9ef currentcolor currentcolor !important; padding: 14px 16px !important; color: #414042 !important; border-image: none !important;\"><span style=\"font-size: 9pt; line-height: 13.44px;\">Support people to adopt and use a specific change.<\/span><\/td>\n<td style=\"vertical-align: top; background: #ffffff !important; border-width: 1px 0px 0px !important; border-style: solid none none !important; border-color: #e4e9ef currentcolor currentcolor !important; padding: 14px 16px !important; color: #414042 !important; border-image: none !important;\"><span style=\"font-size: 9pt; line-height: 13.44px;\">Clear sponsorship, communication, readiness, capability, and reinforcement.<\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"vertical-align: top; background: #ffffff !important; border-width: 1px 0px 0px !important; border-style: solid none none !important; border-color: #e4e9ef currentcolor currentcolor !important; padding: 14px 16px !important; color: #414042 !important; border-image: none !important;\"><span style=\"font-size: 9pt; line-height: 13.44px;\">Project management<\/span><\/td>\n<td style=\"vertical-align: top; background: #ffffff !important; border-width: 1px 0px 0px !important; border-style: solid none none !important; border-color: #e4e9ef currentcolor currentcolor !important; padding: 14px 16px !important; color: #414042 !important; border-image: none !important;\"><span style=\"font-size: 9pt; line-height: 13.44px;\">Deliver a defined scope through plans, milestones, resources, and risk control.<\/span><\/td>\n<td style=\"vertical-align: top; background: #ffffff !important; border-width: 1px 0px 0px !important; border-style: solid none none !important; border-color: #e4e9ef currentcolor currentcolor !important; padding: 14px 16px !important; color: #414042 !important; border-image: none !important;\"><span style=\"font-size: 9pt; line-height: 13.44px;\">A solution or implementation delivered with accountable execution.<\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"vertical-align: top; background: #ffffff !important; border-width: 1px 0px 0px !important; border-style: solid none none !important; border-color: #e4e9ef currentcolor currentcolor !important; padding: 14px 16px !important; color: #414042 !important; border-image: none !important;\"><\/td>\n<td style=\"vertical-align: top; background: #ffffff !important; border-width: 1px 0px 0px !important; border-style: solid none none !important; border-color: #e4e9ef currentcolor currentcolor !important; padding: 14px 16px !important; color: #414042 !important; border-image: none !important;\"><\/td>\n<td style=\"vertical-align: top; background: #ffffff !important; border-width: 1px 0px 0px !important; border-style: solid none none !important; border-color: #e4e9ef currentcolor currentcolor !important; padding: 14px 16px !important; color: #414042 !important; border-image: none !important;\"><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h2 style=\"border-left: 6px solid #f0172e; padding: 12px 16px; background: transparent; color: #002957;\">Five Practices That Make Change Stick<\/h2>\n<h3>1. Make the change concrete at the point of work<\/h3>\nTranslate the change into practical moments: a manager\u2019s next team meeting, a customer handoff, a decision made differently, or a process no longer required. Give people examples of what to start, stop, continue, and escalate. A clear message is useful; a clear operating expectation is what allows people to act.\n<h3>2. Co-create where local knowledge improves the answer<\/h3>\nUse pilots, listening sessions, design groups, and manager forums to test the parts of the solution that affect real work. Be explicit about what is fixed and what is open to influence. This avoids false participation while still using the knowledge closest to the customer, process, or team.\n<h3>3. Build short learning loops into the implementation<\/h3>\nSet a regular rhythm to ask: What is working? Where is the friction? What evidence do we have? What will we adjust? A learning loop should produce a decision or experiment, not another survey with no visible consequence. Publish what the organization heard and what changed as a result.\n<h3>4. Protect capacity for the new way of working<\/h3>\nAdoption needs time. Managers need room to explain the change, employees need practice, and teams need space to surface problems. When a change adds work without removing or simplifying something else, it is likely to be treated as a temporary extra rather than the new normal.\n<h3>5. Reinforce the behavior through the system<\/h3>\nAlign measures, decision rights, routines, performance conversations, and recognition with the desired behavior. This is where change moves from a communication campaign to an operating system. Leaders should be able to point to the mechanisms that now make the new way easier than the old one.\n<figure><img decoding=\"async\" style=\"display: block; width: 100%; height: auto; border-radius: 12px; box-shadow: 0 8px 20px rgba(0,41,87,.16);\" data-src=\"https:\/\/staging.emergeperformance.net\/wp-content\/uploads\/2026\/08\/Afility-in-Action-Cycle.png\" alt=\"Organizational agility learning loop\" src=\"data:image\/svg+xml;base64,PHN2ZyB3aWR0aD0iMSIgaGVpZ2h0PSIxIiB4bWxucz0iaHR0cDovL3d3dy53My5vcmcvMjAwMC9zdmciPjwvc3ZnPg==\" class=\"lazyload\" \/><figcaption style=\"font-size: 13px; line-height: 1.4; color: #6b7280; text-align: center; margin-top: 8px;\">Figure 2. Organizational agility learning loop: sense, decide, test, learn, and adapt.<\/figcaption><\/figure>\n<h2 style=\"border-left: 6px solid #f0172e; padding: 12px 16px; background: transparent; color: #002957;\">How to Create Strategic Alignment During Change<\/h2>\nStrategic alignment is not achieved by asking everyone to agree with every decision. It is achieved when people can <b>explain the shared outcome, understand the priorities and trade-offs, know who decides, and see how their work contributes<\/b>. The task is to create enough clarity for coordinated action while keeping enough feedback open for learning.\n<ul>\n \t<li>Name the outcome, not just the activity: define the customer, business, or capability result the change must produce.<\/li>\n \t<li>Choose the few priorities that matter now: explain what will not be pursued or will be sequenced later.<\/li>\n \t<li>Clarify decision rights and escalation: people should know who decides, who contributes, and how conflicts are resolved.<\/li>\n \t<li>Create shared measures: combine outcome measures with adoption and capability signals so progress is not confused with activity.<\/li>\n \t<li>Repeat the conversation in local contexts: managers should connect enterprise intent to the practical choices their teams face.<\/li>\n<\/ul>\nAlignment is tested by behavior. If teams must repeatedly ask for permission on routine decisions, if different functions are optimizing incompatible measures, or if managers tell different stories about the purpose, then the organization has a clarity problem to solve &#8211; not a communications problem to decorate.\n<h2 style=\"border-left: 6px solid #f0172e; padding: 12px 16px; background: transparent; color: #002957;\">How Leaders Can Support Adoption<\/h2>\nLeaders are not only sponsors who announce a change. They are interpreters, role models, and removers of barriers. Prosci\u2019s benchmarking research reports a strong association between effective sponsorship and meeting change objectives; use that evidence as a prompt to define what visible sponsorship means in your context rather than as a substitute for a plan.\n<ul>\n \t<li>Explain the purpose consistently, including what is known, uncertain, and still being tested.<\/li>\n \t<li>Model the behavior the change requires, especially when it is inconvenient or involves a real trade-off.<\/li>\n \t<li>Ask managers what they need to lead the change rather than assuming a slide deck is enough.<\/li>\n \t<li>Make it safe to report a problem, a failed experiment, or an unintended consequence early.<\/li>\n \t<li>Remove a barrier or obsolete requirement when teams show that it prevents adoption.<\/li>\n \t<li>Recognize learning and responsible adaptation, not only visible compliance.<\/li>\n<\/ul>\nPsychological safety is relevant here because learning depends on people being willing to speak up about risks, mistakes, and questions. It does not mean lowering standards or avoiding accountability. It means creating the interpersonal conditions in which teams can surface the information needed to improve the work.\n<h2 style=\"border-left: 6px solid #f0172e; padding: 12px 16px; background: transparent; color: #002957;\">What to Measure During an Agile Change<\/h2>\nMeasure what helps the organization make <strong>a better next decision<\/strong>. Avoid dashboards that track only activity, such as the number of communications sent or people trained. Those inputs can matter, but they do not show whether the new behavior is being used or whether it is producing the intended result.\n<table style=\"width: 100%; margin: 2.2rem 0; border: 1px solid #d7dfe8; border-radius: 12px; box-shadow: 0 10px 26px rgba(0,41,87,.12); border-collapse: separate; border-spacing: 0; overflow: hidden; background: #fff;\" border=\"1\" cellspacing=\"0\" cellpadding=\"0\">\n<thead>\n<tr>\n<td style=\"background: #002957!important; color: #fff!important; border: 0!important; padding: 14px 16px!important; vertical-align: top;\"><b><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">Area<\/span><\/b><\/td>\n<td style=\"background: #002957!important; color: #fff!important; border: 0!important; padding: 14px 16px!important; vertical-align: top;\"><b><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">Possible evidence<\/span><\/b><\/td>\n<td style=\"background: #002957!important; color: #fff!important; border: 0!important; padding: 14px 16px!important; vertical-align: top;\"><b><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">Review question<\/span><\/b><\/td>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td style=\"background: #fff!important; color: #414042!important; border: 0!important; border-top: 1px solid #e4e9ef!important; padding: 14px 16px!important; vertical-align: top;\"><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">Business or customer outcome<\/span><\/td>\n<td style=\"background: #fff!important; color: #414042!important; border: 0!important; border-top: 1px solid #e4e9ef!important; padding: 14px 16px!important; vertical-align: top;\"><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">Quality, speed, service, cost, risk, customer feedback.<\/span><\/td>\n<td style=\"background: #fff!important; color: #414042!important; border: 0!important; border-top: 1px solid #e4e9ef!important; padding: 14px 16px!important; vertical-align: top;\"><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">Is the change improving the outcome it was designed to improve?<\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"background: #fff!important; color: #414042!important; border: 0!important; border-top: 1px solid #e4e9ef!important; padding: 14px 16px!important; vertical-align: top;\"><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">Adoption<\/span><\/td>\n<td style=\"background: #fff!important; color: #414042!important; border: 0!important; border-top: 1px solid #e4e9ef!important; padding: 14px 16px!important; vertical-align: top;\"><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">Use of new process, tool, decision routine, or behavior.<\/span><\/td>\n<td style=\"background: #fff!important; color: #414042!important; border: 0!important; border-top: 1px solid #e4e9ef!important; padding: 14px 16px!important; vertical-align: top;\"><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">Who has adopted the change, and where is use uneven?<\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"background: #fff!important; color: #414042!important; border: 0!important; border-top: 1px solid #e4e9ef!important; padding: 14px 16px!important; vertical-align: top;\"><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">Capability<\/span><\/td>\n<td style=\"background: #fff!important; color: #414042!important; border: 0!important; border-top: 1px solid #e4e9ef!important; padding: 14px 16px!important; vertical-align: top;\"><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">Confidence, observed skill, manager feedback, practice completion.<\/span><\/td>\n<td style=\"background: #fff!important; color: #414042!important; border: 0!important; border-top: 1px solid #e4e9ef!important; padding: 14px 16px!important; vertical-align: top;\"><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">Can people perform the new work without excessive support?<\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"background: #fff!important; color: #414042!important; border: 0!important; border-top: 1px solid #e4e9ef!important; padding: 14px 16px!important; vertical-align: top;\"><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">Employee experience<\/span><\/td>\n<td style=\"background: #fff!important; color: #414042!important; border: 0!important; border-top: 1px solid #e4e9ef!important; padding: 14px 16px!important; vertical-align: top;\"><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">Questions, friction points, workload signals, qualitative feedback.<\/span><\/td>\n<td style=\"background: #fff!important; color: #414042!important; border: 0!important; border-top: 1px solid #e4e9ef!important; padding: 14px 16px!important; vertical-align: top;\"><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">What is making adoption easier or harder?<\/span><\/td>\n<\/tr>\n<tr>\n<td style=\"background: #fff!important; color: #414042!important; border: 0!important; border-top: 1px solid #e4e9ef!important; padding: 14px 16px!important; vertical-align: top;\"><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">System alignment<\/span><\/td>\n<td style=\"background: #fff!important; color: #414042!important; border: 0!important; border-top: 1px solid #e4e9ef!important; padding: 14px 16px!important; vertical-align: top;\"><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">Measures, incentives, decision rights, policies, leadership routines.<\/span><\/td>\n<td style=\"background: #fff!important; color: #414042!important; border: 0!important; border-top: 1px solid #e4e9ef!important; padding: 14px 16px!important; vertical-align: top;\"><span style=\"font-size: 9.0pt; mso-bidi-font-size: 11.0pt; line-height: 112%;\">Does the wider system reinforce the new behavior?<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<section class=\"agility-90-day-card\" style=\"margin: 2.2rem 0; padding: 24px 26px 18px; border: 0; border-left: 5px solid #f0172e; border-radius: 14px; background: #fff; color: #002957; box-shadow: 0 10px 28px rgba(0,41,87,.14);\">\n<h2 style=\"border-left: 0; padding: 0 0 20px; background: transparent; color: #002957; font-size: clamp(32px,4vw,48px); line-height: 1.12; font-weight: 750;\">A 90-Day Starting Plan<\/h2>\n<h3 style=\"margin: 16px 0 6px; padding: 9px 12px; border-left: 3px solid #f5c149; border-radius: 7px; background: #f7f9fb; color: #002957; font-size: 20px; line-height: 1.3;\">Days 1-30: Diagnose and focus<\/h3>\n<ul style=\"margin: 0 0 12px 20px; padding-left: 18px;\">\n \t<li>Define the outcome and the few behaviors that matter most.<\/li>\n \t<li>Map stakeholder groups, operational impacts, constraints, and existing initiatives.<\/li>\n \t<li>Identify what can be piloted, what is non-negotiable, and what needs a decision.<\/li>\n \t<li>Create a small baseline of outcome, adoption, capability, and experience measures.<\/li>\n<\/ul>\n<h3 style=\"margin: 16px 0 6px; padding: 9px 12px; border-left: 3px solid #f5c149; border-radius: 7px; background: #f7f9fb; color: #002957; font-size: 20px; line-height: 1.3;\">Days 31-60: Pilot, listen, and adapt<\/h3>\n<ul style=\"margin: 0 0 12px 20px; padding-left: 18px;\">\n \t<li>Run a focused pilot with real work, clear support, and a visible sponsor.<\/li>\n \t<li>Give managers practical talking points, examples, and an escalation route.<\/li>\n \t<li>Collect feedback through short conversations and observation, not only large surveys.<\/li>\n \t<li>Adapt the solution, training, workflow, or communication based on evidence.<\/li>\n<\/ul>\n<h3 style=\"margin: 16px 0 6px; padding: 9px 12px; border-left: 3px solid #f5c149; border-radius: 7px; background: #f7f9fb; color: #002957; font-size: 20px; line-height: 1.3;\">Days 61-90: Reinforce and scale carefully<\/h3>\n<ul style=\"margin: 0 0 12px 20px; padding-left: 18px;\">\n \t<li>Review the pilot against the intended outcome and the adoption evidence.<\/li>\n \t<li>Remove unnecessary work, clarify roles, and make the new routines easier to repeat.<\/li>\n \t<li>Share what was learned, including what changed because of feedback.<\/li>\n \t<li>Scale in waves only when the support model and enabling systems are ready.<\/li>\n<\/ul>\n<\/section>\n<h2 style=\"border-left: 6px solid #f0172e; padding: 12px 16px; background: transparent; color: #002957;\">Common Mistakes to Avoid<\/h2>\n<ul>\n \t<li>Calling every fast project \u201cagile\u201d without creating learning or feedback loops.<\/li>\n \t<li>Using a dramatic failure statistic in place of a diagnosis of the current situation.<\/li>\n \t<li>Treating resistance as a personality problem instead of checking clarity, capacity, trust, and consequences.<\/li>\n \t<li>Running participation sessions after the key design decisions are already fixed.<\/li>\n \t<li>Launching training before people understand the practical change to their work.<\/li>\n \t<li>Adding a new process without retiring outdated steps, reports, or approval layers.<\/li>\n \t<li>Measuring communication activity while ignoring adoption and customer impact.<\/li>\n<\/ul>\n<h2 style=\"border-left: 6px solid #f0172e; padding: 12px 16px; background: transparent; color: #002957;\">Frequently Asked Questions<\/h2>\n<h3>Is organizational agility the same as Agile?<\/h3>\nNo. Agile commonly refers to principles and methods that originated in software development. Organizational agility is broader: it describes how the organization senses, decides, learns, and adapts across strategy, operations, people, and customer needs. Agile ways of working can contribute to organizational agility, but they are not the whole of it.\n<h3>How do you make organizational change stick?<\/h3>\nMake the desired behavior concrete, involve people where their knowledge improves the design, build short learning loops, protect capacity for adoption, and reinforce the change through measures, routines, leadership behavior, and systems. Check adoption in real work rather than assuming a launch equals success.\n<h3>What is the role of organizational development in change management?<\/h3>\nOD addresses the conditions that enable sustained change: culture, relationships, leadership, systems, structures, and capability. Change management focuses more specifically on helping affected people adopt and use a change. The two are complementary.\n<h3>How can leaders create strategic alignment?<\/h3>\nLeaders create alignment by stating the shared outcome, narrowing priorities, clarifying decision rights and trade-offs, connecting the strategy to local work, and using shared evidence to revise the approach. Alignment is visible in coordinated decisions and follow-through, not in universal agreement.\n<h3>Does psychological safety make change slower?<\/h3>\nNot necessarily. Psychological safety can help teams surface concerns and learning earlier, which reduces the cost of discovering problems late. It should sit alongside clear standards, decision making, and accountability; it is not an alternative to them.\n<h2 style=\"border-left: 6px solid #f0172e; padding: 12px 16px; background: transparent; color: #002957;\">Key Takeaways<\/h2>\n<ul>\n \t<li>Organizational agility is disciplined adaptation, not constant speed or reorganization.<\/li>\n \t<li>Change sticks when people can connect the purpose to their work, practice the new behavior, and see it reinforced by the system.<\/li>\n \t<li>OD, change management, project management, and agility make complementary contributions to successful transformation.<\/li>\n \t<li>Strategic alignment requires shared outcomes, clear choices, decision rights, and practical feedback loops.<\/li>\n \t<li>A focused pilot and a small set of meaningful measures are more useful than a large launch with no learning cycle.<\/li>\n<\/ul>\n<h2 style=\"border-left: 6px solid #f0172e; padding: 12px 16px; background: transparent; color: #002957;\">Conclusion: Make Learning Part of the Operating System<\/h2>\nLasting change is not created by a perfect plan or an inspiring launch. It is created when an organization can keep noticing what people and customers are experiencing, make decisions based on that evidence, and reinforce the behaviors that produce better results.\n\nThat is <strong>the practical promise of agility in action<\/strong>. It gives organizations a way to hold strategic intent and human adaptation together: clear enough to coordinate, flexible enough to learn, and disciplined enough to make the new way of working stick.\n<h2 style=\"border-left: 6px solid #f0172e; padding: 12px 16px; background: transparent; color: #002957;\">References<\/h2>\n<ul>\n \t<li>Manifesto for Agile Software Development. https:\/\/agilemanifesto.org\/<\/li>\n \t<li>Principles behind the Agile Manifesto. https:\/\/agilemanifesto.org\/principles<\/li>\n \t<li>Edmondson, A. Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 1999. https:\/\/web.mit.edu\/curhan\/www\/docs\/Articles\/15341_Readings\/Organizational_Learning_and_Change\/Edmondson_1999_Psychological_safety.pdf<\/li>\n \t<li>Best Practices in Change Management. https:\/\/www.prosci.com\/blog\/change-management-best-practices<\/li>\n \t<li>The Correlation Between Change Management and Project Success. https:\/\/www.prosci.com\/blog\/the-correlation-between-change-management-and-project-success<\/li>\n<\/ul>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"<p>A new strategy, system, structure, or operating model does not create change [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":20539,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"nf_dc_page":"","footnotes":""},"categories":[4,99],"tags":[],"class_list":["post-17664","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-organisational-change-future-work"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Agility in Action: How Can Organizational Development Make Change Stick? - Emerge Performance<\/title>\n<meta name=\"description\" content=\"What makes organizational change actually stick? Learn how organizational development helps teams build real agility through people, culture, and systems.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/emergeperformance.net\/zh\/organizational-development-lasting-change\/\" \/>\n<meta property=\"og:locale\" content=\"zh_CN\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Agility in Action: How Can Organizational Development Make Change Stick? - Emerge Performance\" \/>\n<meta property=\"og:description\" content=\"What makes organizational change actually stick? Learn how organizational development helps teams build real agility through people, culture, and systems.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/emergeperformance.net\/zh\/organizational-development-lasting-change\/\" \/>\n<meta property=\"og:site_name\" content=\"Emerge Performance\" \/>\n<meta property=\"article:published_time\" content=\"2025-07-15T06:34:53+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2026-09-17T17:46:24+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/emergeperformance.net\/wp-content\/uploads\/2026\/08\/Agility-in-Action-Hero.png\" \/>\n\t<meta property=\"og:image:width\" content=\"1920\" \/>\n\t<meta property=\"og:image:height\" content=\"1080\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"author\" content=\"Han Ee Lim\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"\u4f5c\u8005\" \/>\n\t<meta name=\"twitter:data1\" content=\"Han Ee Lim\" \/>\n\t<meta name=\"twitter:label2\" content=\"\u9884\u8ba1\u9605\u8bfb\u65f6\u95f4\" \/>\n\t<meta name=\"twitter:data2\" content=\"12 \u5206\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/organizational-development-lasting-change\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/organizational-development-lasting-change\\\/\"},\"author\":{\"name\":\"Han Ee Lim\",\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/#\\\/schema\\\/person\\\/e63f8cce22697b08d345c3b18b4503ce\"},\"headline\":\"Agility in Action: How Can Organizational Development Make Change Stick?\",\"datePublished\":\"2025-07-15T06:34:53+00:00\",\"dateModified\":\"2026-09-17T17:46:24+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/organizational-development-lasting-change\\\/\"},\"wordCount\":2468,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/organizational-development-lasting-change\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/emergeperformance.net\\\/wp-content\\\/uploads\\\/2026\\\/08\\\/Agility-in-Action-Hero.png\",\"articleSection\":[\"Blog\",\"Organisational Change &amp; Future of Work\"],\"inLanguage\":\"zh-Hans\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\\\/\\\/emergeperformance.net\\\/organizational-development-lasting-change\\\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/organizational-development-lasting-change\\\/\",\"url\":\"https:\\\/\\\/emergeperformance.net\\\/organizational-development-lasting-change\\\/\",\"name\":\"Agility in Action: How Can Organizational Development Make Change Stick? - Emerge Performance\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/organizational-development-lasting-change\\\/#primaryimage\"},\"image\":{\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/organizational-development-lasting-change\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/emergeperformance.net\\\/wp-content\\\/uploads\\\/2026\\\/08\\\/Agility-in-Action-Hero.png\",\"datePublished\":\"2025-07-15T06:34:53+00:00\",\"dateModified\":\"2026-09-17T17:46:24+00:00\",\"description\":\"What makes organizational change actually stick? Learn how organizational development helps teams build real agility through people, culture, and systems.\",\"breadcrumb\":{\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/organizational-development-lasting-change\\\/#breadcrumb\"},\"inLanguage\":\"zh-Hans\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\\\/\\\/emergeperformance.net\\\/organizational-development-lasting-change\\\/\"]}]},{\"@type\":\"ImageObject\",\"inLanguage\":\"zh-Hans\",\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/organizational-development-lasting-change\\\/#primaryimage\",\"url\":\"https:\\\/\\\/emergeperformance.net\\\/wp-content\\\/uploads\\\/2026\\\/08\\\/Agility-in-Action-Hero.png\",\"contentUrl\":\"https:\\\/\\\/emergeperformance.net\\\/wp-content\\\/uploads\\\/2026\\\/08\\\/Agility-in-Action-Hero.png\",\"width\":1920,\"height\":1080},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/organizational-development-lasting-change\\\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Home\",\"item\":\"https:\\\/\\\/emergeperformance.net\\\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Agility in Action: How Can Organizational Development Make Change Stick?\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/#website\",\"url\":\"https:\\\/\\\/emergeperformance.net\\\/\",\"name\":\"Emerge Performance\",\"description\":\"Human capital and corporate wellness consultancy\",\"publisher\":{\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/#organization\"},\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\\\/\\\/emergeperformance.net\\\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"zh-Hans\"},{\"@type\":\"Organization\",\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/#organization\",\"name\":\"Emerge Performance\",\"url\":\"https:\\\/\\\/emergeperformance.net\\\/\",\"logo\":{\"@type\":\"ImageObject\",\"inLanguage\":\"zh-Hans\",\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/#\\\/schema\\\/logo\\\/image\\\/\",\"url\":\"https:\\\/\\\/emergeperformance.net\\\/wp-content\\\/uploads\\\/2023\\\/08\\\/ep-favicon-.png\",\"contentUrl\":\"https:\\\/\\\/emergeperformance.net\\\/wp-content\\\/uploads\\\/2023\\\/08\\\/ep-favicon-.png\",\"width\":196,\"height\":196,\"caption\":\"Emerge Performance\"},\"image\":{\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/#\\\/schema\\\/logo\\\/image\\\/\"}},{\"@type\":\"Person\",\"@id\":\"https:\\\/\\\/emergeperformance.net\\\/#\\\/schema\\\/person\\\/e63f8cce22697b08d345c3b18b4503ce\",\"name\":\"Han Ee Lim\",\"image\":{\"@type\":\"ImageObject\",\"inLanguage\":\"zh-Hans\",\"@id\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/cfb95310e495db30989ab3322c6be03063f065ee832f8e09305297870fb9ef1b?s=96&d=mm&r=g\",\"url\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/cfb95310e495db30989ab3322c6be03063f065ee832f8e09305297870fb9ef1b?s=96&d=mm&r=g\",\"contentUrl\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/cfb95310e495db30989ab3322c6be03063f065ee832f8e09305297870fb9ef1b?s=96&d=mm&r=g\",\"caption\":\"Han Ee Lim\"},\"url\":\"https:\\\/\\\/emergeperformance.net\\\/zh\\\/author\\\/haneelim\\\/\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"Agility in Action: How Can Organizational Development Make Change Stick? - Emerge Performance","description":"What makes organizational change actually stick? Learn how organizational development helps teams build real agility through people, culture, and systems.","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/emergeperformance.net\/zh\/organizational-development-lasting-change\/","og_locale":"zh_CN","og_type":"article","og_title":"Agility in Action: How Can Organizational Development Make Change Stick? - Emerge Performance","og_description":"What makes organizational change actually stick? Learn how organizational development helps teams build real agility through people, culture, and systems.","og_url":"https:\/\/emergeperformance.net\/zh\/organizational-development-lasting-change\/","og_site_name":"Emerge Performance","article_published_time":"2025-07-15T06:34:53+00:00","article_modified_time":"2026-09-17T17:46:24+00:00","og_image":[{"width":1920,"height":1080,"url":"https:\/\/emergeperformance.net\/wp-content\/uploads\/2026\/08\/Agility-in-Action-Hero.png","type":"image\/png"}],"author":"Han Ee Lim","twitter_card":"summary_large_image","twitter_misc":{"\u4f5c\u8005":"Han Ee Lim","\u9884\u8ba1\u9605\u8bfb\u65f6\u95f4":"12 \u5206"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"Article","@id":"https:\/\/emergeperformance.net\/organizational-development-lasting-change\/#article","isPartOf":{"@id":"https:\/\/emergeperformance.net\/organizational-development-lasting-change\/"},"author":{"name":"Han Ee Lim","@id":"https:\/\/emergeperformance.net\/#\/schema\/person\/e63f8cce22697b08d345c3b18b4503ce"},"headline":"Agility in Action: How Can Organizational Development Make Change Stick?","datePublished":"2025-07-15T06:34:53+00:00","dateModified":"2026-09-17T17:46:24+00:00","mainEntityOfPage":{"@id":"https:\/\/emergeperformance.net\/organizational-development-lasting-change\/"},"wordCount":2468,"commentCount":0,"publisher":{"@id":"https:\/\/emergeperformance.net\/#organization"},"image":{"@id":"https:\/\/emergeperformance.net\/organizational-development-lasting-change\/#primaryimage"},"thumbnailUrl":"https:\/\/emergeperformance.net\/wp-content\/uploads\/2026\/08\/Agility-in-Action-Hero.png","articleSection":["Blog","Organisational Change &amp; Future of Work"],"inLanguage":"zh-Hans","potentialAction":[{"@type":"CommentAction","name":"Comment","target":["https:\/\/emergeperformance.net\/organizational-development-lasting-change\/#respond"]}]},{"@type":"WebPage","@id":"https:\/\/emergeperformance.net\/organizational-development-lasting-change\/","url":"https:\/\/emergeperformance.net\/organizational-development-lasting-change\/","name":"Agility in Action: How Can Organizational Development Make Change Stick? - Emerge Performance","isPartOf":{"@id":"https:\/\/emergeperformance.net\/#website"},"primaryImageOfPage":{"@id":"https:\/\/emergeperformance.net\/organizational-development-lasting-change\/#primaryimage"},"image":{"@id":"https:\/\/emergeperformance.net\/organizational-development-lasting-change\/#primaryimage"},"thumbnailUrl":"https:\/\/emergeperformance.net\/wp-content\/uploads\/2026\/08\/Agility-in-Action-Hero.png","datePublished":"2025-07-15T06:34:53+00:00","dateModified":"2026-09-17T17:46:24+00:00","description":"What makes organizational change actually stick? Learn how organizational development helps teams build real agility through people, culture, and systems.","breadcrumb":{"@id":"https:\/\/emergeperformance.net\/organizational-development-lasting-change\/#breadcrumb"},"inLanguage":"zh-Hans","potentialAction":[{"@type":"ReadAction","target":["https:\/\/emergeperformance.net\/organizational-development-lasting-change\/"]}]},{"@type":"ImageObject","inLanguage":"zh-Hans","@id":"https:\/\/emergeperformance.net\/organizational-development-lasting-change\/#primaryimage","url":"https:\/\/emergeperformance.net\/wp-content\/uploads\/2026\/08\/Agility-in-Action-Hero.png","contentUrl":"https:\/\/emergeperformance.net\/wp-content\/uploads\/2026\/08\/Agility-in-Action-Hero.png","width":1920,"height":1080},{"@type":"BreadcrumbList","@id":"https:\/\/emergeperformance.net\/organizational-development-lasting-change\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Home","item":"https:\/\/emergeperformance.net\/"},{"@type":"ListItem","position":2,"name":"Agility in Action: How Can Organizational Development Make Change Stick?"}]},{"@type":"WebSite","@id":"https:\/\/emergeperformance.net\/#website","url":"https:\/\/emergeperformance.net\/","name":"Emerge Performance","description":"Human capital and corporate wellness consultancy","publisher":{"@id":"https:\/\/emergeperformance.net\/#organization"},"potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/emergeperformance.net\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"zh-Hans"},{"@type":"Organization","@id":"https:\/\/emergeperformance.net\/#organization","name":"Emerge Performance","url":"https:\/\/emergeperformance.net\/","logo":{"@type":"ImageObject","inLanguage":"zh-Hans","@id":"https:\/\/emergeperformance.net\/#\/schema\/logo\/image\/","url":"https:\/\/emergeperformance.net\/wp-content\/uploads\/2023\/08\/ep-favicon-.png","contentUrl":"https:\/\/emergeperformance.net\/wp-content\/uploads\/2023\/08\/ep-favicon-.png","width":196,"height":196,"caption":"Emerge Performance"},"image":{"@id":"https:\/\/emergeperformance.net\/#\/schema\/logo\/image\/"}},{"@type":"Person","@id":"https:\/\/emergeperformance.net\/#\/schema\/person\/e63f8cce22697b08d345c3b18b4503ce","name":"Han Ee Lim","image":{"@type":"ImageObject","inLanguage":"zh-Hans","@id":"https:\/\/secure.gravatar.com\/avatar\/cfb95310e495db30989ab3322c6be03063f065ee832f8e09305297870fb9ef1b?s=96&d=mm&r=g","url":"https:\/\/secure.gravatar.com\/avatar\/cfb95310e495db30989ab3322c6be03063f065ee832f8e09305297870fb9ef1b?s=96&d=mm&r=g","contentUrl":"https:\/\/secure.gravatar.com\/avatar\/cfb95310e495db30989ab3322c6be03063f065ee832f8e09305297870fb9ef1b?s=96&d=mm&r=g","caption":"Han Ee Lim"},"url":"https:\/\/emergeperformance.net\/zh\/author\/haneelim\/"}]}},"_links":{"self":[{"href":"https:\/\/emergeperformance.net\/zh\/wp-json\/wp\/v2\/posts\/17664","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/emergeperformance.net\/zh\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/emergeperformance.net\/zh\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/emergeperformance.net\/zh\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/emergeperformance.net\/zh\/wp-json\/wp\/v2\/comments?post=17664"}],"version-history":[{"count":6,"href":"https:\/\/emergeperformance.net\/zh\/wp-json\/wp\/v2\/posts\/17664\/revisions"}],"predecessor-version":[{"id":21172,"href":"https:\/\/emergeperformance.net\/zh\/wp-json\/wp\/v2\/posts\/17664\/revisions\/21172"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/emergeperformance.net\/zh\/wp-json\/wp\/v2\/media\/20539"}],"wp:attachment":[{"href":"https:\/\/emergeperformance.net\/zh\/wp-json\/wp\/v2\/media?parent=17664"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/emergeperformance.net\/zh\/wp-json\/wp\/v2\/categories?post=17664"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/emergeperformance.net\/zh\/wp-json\/wp\/v2\/tags?post=17664"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}