Leading an organization in a new direction is a major undertaking, which requires involvement from personnel at every level. There are always challenges to be considered, but when these concerns are expressed only in the board room, organizations could be exposing themselves to unnecessary risk.
Often, the c-suite and upper management will meet to form a roadmap for organization change, and wait until the plan is complete before announcing anything to personnel and stakeholders. However, sustained and effective change requires input and involvement from all levels.
There are no better sources for insight into challenges facing an organization than employees themselves. To flourish in a climate of continuous change, organizations need to increase their consciousness of how processes can be improved by creating channels of communication that are readily available for their employees to bring their concerns, insight and criticism to the attention of leadership.
Additionally, resistance to change is elevated when potential concerns of those impacted are overlooked, or even entirely dismissed. Leading practices provide for frequent, meaningful, and substantive engagement with those impacted the most. Only rarely would there be such a thing as "too much communication" when it comes to successful organization change management.
Enlisting an outside change management consultant is an effective risk-mitigating approach during significant organizational initiatives. Risk is an inherent product of change, but the odds of successful adoption and the creation of an organization culture that embraces innovation are increased when transparency exists in the change process.