How do we get teams behind a new business model?

Team support for a new business model comes from involving people early, making the change concrete and giving every group a clear part to play. Build employee buy-in through honest listening, practical communication and steady momentum, rather than presenting a finished answer and expecting teams to fall in line.

Employee buy-in starts with a role in shaping the change

Employee buy-in for business model redesign grows when people can shape the direction, not simply receive the announcement. Teams closest to customers, operations and delivery often see risks, opportunities and everyday realities that senior leaders can miss. Bringing those views into the work early makes the future model more grounded and gives people a genuine stake in it.

Internal research should include employees at different levels, from frontline and customer service teams to business leaders. Ask where the opportunity lies, what customers struggle with, what people are proud of and what could make the new way of working harder to adopt. Share the insight back, confirm the direction and turn it into a clear brief for change. That creates a more honest starting point for organisational change and helps teams see their experience reflected in the choices being made.

Sources: The inside story: why your people shouldn't be just passengers on your brand journey.

Make the new model real through practical change

B2B transformation gains momentum when a new business model is broken into clear, practical changes that teams can understand and act on. A big future-state narrative matters, but people also need to know what will change in their role, why the shift is worthwhile and what happens next. Immediate benefits and a manageable path forward make a difficult change feel less abstract.

Cross-functional workshops can bring together different perspectives, while rapid experimentation gives teams a way to explore possibilities without pretending every answer is known on day one. The aim is not a single grand reveal. It is a rolling process of building consensus, addressing doubt and showing progress. Effective and empathetic communication matters throughout, especially where new technology, new offers or new operating habits challenge established ways of working. Leaders should keep the message clear, meet resistance directly and reinforce the behaviours the new model needs.

Sources: How to succeed at digital transformation: Influence many different people, What’s next? The answer is already in the room

Change sticks when people can see their part in the future

We believe a new business model needs more than a sharp strategy. It needs a shared picture of the future that gives people a reason to move. That means listening before landing on an answer, involving colleagues across the organisation and communicating the practical value of change with clarity.

We begin projects by speaking with people at every level, from customer-facing teams to senior leaders, then bring those perspectives into the strategic and creative work. We have also worked on transformation communications for a blockchain-powered cargo-data platform, where broad participation across complex supply chains was essential, and on an automation offer that helped retailers see new possibilities in their existing local-store networks. Our approach is simple: make the change human, useful and believable.

Sources: The inside story: why your people shouldn't be just passengers on your brand journey., How to succeed at digital transformation: Influence many different people

FAQs

When should employees be involved in a new business model?

Employees should be involved at the beginning, when leaders are still examining opportunities, challenges and the direction for change. Early involvement brings frontline knowledge into the work and gives teams a stronger sense of ownership over the outcome. Input from across the organisation can then inform the strategic and creative brief.

How do we communicate a new business model without overwhelming people?

A new business model is easier to absorb when it is explained as a series of practical changes with clear benefits. Show what will change in day-to-day work, who is affected and what the next step looks like. Communication should address resistance and doubt directly, rather than hiding complexity behind a broad transformation message.

What role should leaders play in building support for organisational change?

Leaders should create transparent dialogue, listen to employees and model the behaviours the new business model requires. Clear objectives, recognition and regular updates on what is working help build confidence and commitment. Teams need to see that leaders are open about the change, not simply directing it from a distance.

Can cross-functional workshops help teams support a new offer?

Cross-functional workshops can help teams turn separate perspectives into a shared view of what is possible. They create space for people to challenge assumptions, imagine future options and explore small experiments together. Workshops work best when they feed into practical decisions and ongoing communication, rather than ending as a one-off event.