Change and change management are terms that spark all kinds of expectations—especially for leaders and professionals navigating in a complex and uncertain world. Everyone assumes what change means and what change specialists or programs should deliver. But not all change is created equal. At MCH Consultancy, we recognize four main types of change, each requiring its strategy and leading to specific outcomes. It’s time to bring more clarity—and invite you to explore these different forms of change.

My Journey in Change Leadership

I entered the world of change management around the turn of the millennium. After my first years in the workforce, I realized that while the logic and models from the university were helpful, they rarely sparked the real change we hoped for. Working at the Dutch branch of a leading international insurance broker, I saw management trends like Total Quality Management and ISO certification promise better processes, improved quality, and increased margins. Who wouldn’t want that? Yet, the reality was far more nuanced.

If there’s one thing I’ve learned, change is deeply human. Behind every process and system are people with their aspirations, doubts, and stories. Profound change only happens when we create space for those stories and are willing to question how and why we work.

The Two Axes: Configuration & Paradigm

Admittedly, discussing “axes” can sound academic, but I haven’t found better terms to describe what’s going on.

Configuration examines the interplay between structure, processes, technology, and how the organization delivers its services.
Paradigm addresses the underlying logic, worldview, and culture. Are we reinforcing the status quo, or is it time to challenge our dominant logic and rethink what’s possible for our clients and society?

These two axes aren’t just a framework—they’re an invitation. They invite us to pause, reflect, and ask: Where are we improving what exists, and where might we need to reimagine our foundations?

The Four Types of Change

By combining these two axes, we identify four distinct types of change. Each has its own scope, goals, and leadership challenges.

1. Improve

Scope: Change within the current configuration and paradigm.

Objective: Improve results—higher quality, greater efficiency, or lower costs—by optimizing existing processes, structures, and technologies.

Example: Lean Six Sigma’s “a little better every day” mindset.

Leadership Challenge: How do we sustain momentum and engage teams in continuous, incremental progress?

2. Renew

Scope: Change the configuration while staying within the current paradigm.

Objective: Optimize or reorganize the business for better financial or operational outcomes.

Examples: Process redesign, implementing new systems, or restructuring teams.

Leadership Challenge: How do we manage the complexity and human impact of major reorganizations or system changes while keeping our core assumptions intact?

Many organizations are skilled at these two types of change. They’re familiar and often necessary. Yet, as the world grows more complex and uncertain, we’re increasingly confronted by challenges that can’t be solved by improvement or renewal alone.

The Change Challenge: New Problems Don’t Fit Old Paradigms

Today, we’re facing challenges that don’t fit within our existing paradigms—think of the SDGs, data & technology, and shifting global dynamics. We know sustainability and societal value are essential, but our current logic often falls short.

A Practical Example:

As long as we cling to the idea that frequent travel is essential, we’ll keep searching for solutions within that logic—even if we switch to electric vehicles. The real breakthrough comes when we question the need to travel while alternatives are available.

We can sense the same with AI. Many leaders view AI as a tool to optimize existing processes. However, the real potential lies in redefining our services and value proposition.

We need a different perspective to anticipate and respond to these challenges. As Thomas Kuhn described in his work on scientific revolutions, we often search for solutions within the current logic until it becomes too costly or complex—only then do we see that a new perspective can deliver better results

3. Transition

Scope: Shift the underlying paradigm, while the configuration may initially remain the same.

Objective: Guide the organization through a fundamental shift in mindset, values, or worldview—often in response to external pressures like sustainability, digitalization, or changing societal expectations.

Example: Moving from a product-centric to a service-centric mindset; embracing sustainability as a core value rather than an add-on.

Leadership Challenge: How do we help people let go of old assumptions, navigate uncertainty, and make sense of new realities together?

Note: This aligns with William Bridges’ focus on the human side of change—helping teams move through endings, the neutral zone, and new beginnings.

Transition is often uncomfortable, but it’s also where the seeds of profound change grow. In these moments of uncertainty, leaders can choose to listen more deeply, hold space for reflection, and support teams as they navigate the unknown together.

4. Innovation

Scope: Change both the configuration and the paradigm—creating something fundamentally new.

Objective: Break through existing limits by inventing new business models, services, or ways of working that redefine value for clients and society.

Example: Developing a platform-based service ecosystem or leveraging AI to create new client experiences.

Leadership Challenge: How do we foster a culture of experimentation, deep listening, and co-creation—where breakthrough ideas can emerge and take root?

Note: This is where Theory U comes alive—inviting leaders and teams to sense, prototype, and realize the future they truly want to create.

Innovation isn’t just about technology or new products. It’s about courage—the courage to imagine, experiment, and co-create a future that serves our organizations, communities, and the world

Why This Matters

Most organizations are comfortable with Improvement and Renewal. But the challenges we face today—climate change, digital disruption, shifting client expectations—demand that we also become skilled at leading Transition and Innovation. These require new competencies and a new way of seeing, listening, and cooperating.

Invitation

Where is your organization on this map? Which type of change is needed now—and how can you create the space for real breakthroughs?

If you’re ready to explore these questions, pause, and understand what’s emerging, we’d be honored to walk that path with you. Real, profound change—lasting change—begins with the courage to see differently and the compassion to lead together.

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