In the current fast-changing business environment, B2B marketers often find themselves dealing with continuous changes, whether they come in the form of new strategies, technologies or organizational shifts.
The report “Overcoming Transformation Fatigue” by Emergn explores the challenges organizations encounter during continuous change initiatives. It highlights specific types of fatigue, such as the prolonged wait for value and over-reliance on certain methodologies, both of which can have a negative impact on momentum and engagement.
The report stresses that many organizations focus on processes and technology, overlooking the essential people aspect, which leads to burnout and resistance to change. While change is necessary for growth and adaptation in any business, it can come at a high cost, particularly in B2B marketing.
I spoke with Emergn’s CMO, Paul Confrey, and Jarmila Yu the MD, Founder and Consulting CMO at YUnique Marketing and the Propolis Strategy & Marketing Talent Specialist, to understand how transformation fatigue is impacting B2B marketers. We also explored strategies that marketing leaders can adopt to support their teams and navigate change effectively.
Understanding transformation fatigue
Paul defines transformation fatigue as the reaction of exhaustion when facing yet another transformation, arising from past transformations that were either unsuccessful or overwhelming.
People express a sense of weariness, signaling dissatisfaction with previous efforts. However, he acknowledges that transformations are necessary in the modern business world, especially due to the digital revolution that demands frequent change:
“Businesses do need to transform; that’s a given in the modern business world. While change has always been a part of business, the digital revolution 30 years ago accelerated this need for transformation. Everyone recognizes that transformation is essential, but many companies, despite consulting experts, still struggle with it. This often leads to transformation fatigue.”
For B2B marketers, who are inherently creative and people-focused, this fatigue can manifest in a number of ways, such as decreased motivation, poor performance and even staff attrition.
The human element: why marketers struggle with change
Paul stresses that fatigue is unique to each person’s experience. The overall organizational fatigue is essentially a collective result of individual reactions. Personality traits, such as whether someone is an “optimistic go-getter” or more resistant to change, play a significant role in how people experience fatigue.
Jarmila shares this viewpoint: “We are still humans. We have not been taken over by robots and AI just yet. And we are as unique as our DNA; no two people in a team are identical. One person may adapt to change quickly and smoothly, while another might experience ups and downs, progressing one day and regressing the next, before eventually reaching acceptance. The challenge organizations face is that people, who make up the organization, are naturally resistant to change.”
While the world of marketing has become more data-driven and analytical, marketers remain creative at heart. Their work involves understanding human psychology, crafting compelling value propositions, and adapting to the ever-changing needs of their audiences. Therefore, marketers are particularly sensitive to the pressures of transformation.
She explains: “Marketers are exposed to a lot of change, whether it’s the strategy, the budget, the organizational structure or reporting lines. You would think that we are naturally used to it, but no, we are still people, and we have to go through the same stages of understanding to get through it.”
Jarmila compares this emotional journey to a grieving process, where marketers go through phases of denial, resistance and eventually acceptance. However, transformation fatigue can set in when these cycles of change are too frequent, leaving little time for recovery or reflection.
“All human beings dislike change. We are hardwired not to change. We like stability. So, the first thing an organization needs to consider is how to help people along that change, that transformation journey.”
The importance of communication in mitigating fatigue
For marketing teams, transformation fatigue can be mitigated by effective internal communication. Paul highlights that internal communication departments are crucial in shaping the narrative around transformation, ensuring that the organization stays informed, engaged, and inspired.
He stresses the need for frequent, compelling communication to keep employees excited rather than fatigued:
“The scope of a marketing group’s responsibilities can vary, but at Emergn, the marketing department also handles internal communications. Companies often underestimate the crucial role of internal narrative in their transformation efforts. The worst thing a company can do is to say nothing about its transformation. It’s essential to ensure that the organization feels excited, rather than fatigued or left in the dark.”
Jarmila believes that bringing in a neutral, experienced change consultant can be a valuable strategy. These specialists can guide organizations through the complexities of transformation, offering an unbiased perspective and helping to foster communication across the team:
“It’s no surprise that the market is full of change consultants and transformation specialists who can be brought into organizations to help guide leadership, management, and teams through change. I would say the best practice is to bring in a neutral, external expert.”
However, Paul emphasizes that the role of these consultants, including Emergn, is to empower organizations to eventually take charge of their own transformation journey, reducing dependence on external consultants.
Equip your team for change
Paul believes empowering employees to take ownership of the transformation is critical to its sustainability. As a consultancy, Emergn’s role is to guide and equip organizations to lead their transformations independently. He stresses that organizations should not rely permanently on consultants. Instead, they should aim to build the internal capability to lead their transformations.
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Jarmila agrees, emphasizing that true empowerment comes from providing teams with the knowledge and understanding they need to actively participate in and take responsibility for the success of a transformation:
“To me, empowerment is synonymous with knowledge. By providing teams with the necessary insights and information, they can better understand the situation, the reasons for the transformation, and their role in it. Empowering them means giving them knowledge and making them part of the change. It’s about ensuring everyone feels a sense of responsibility to make the transformation successful. This way, the entire team can navigate the change smoothly and efficiently, ultimately achieving the desired business objectives.”
Jarmila recommends using a facilitated workshop to bring everyone up to speed, as it fosters collaboration, clarifies goals, and helps identify solutions:
“A classic facilitated workshop brings people together to discuss key questions: Where do we want to go? What’s preventing us from getting there? From this, potential solutions can be identified, whether it’s acquiring another business, changing roles and responsibilities, expanding experiences or offering training. This method helps everyone understand the current state, the desired future and how to bridge the gap. By involving them early in the process, they are more likely to embrace the transformation and navigate it smoothly.”
Leadership’s role in transformation
Leaders who can balance innovation with operational stability are better equipped to maintain momentum and engagement. Paul stresses the role of open communication and suggests his ‘three E’s of leadership’: Energy, Empathy, and Educated guesses.
He believes that leaders, especially in marketing, should embody these traits to inspire and guide their teams through change.
Jarmila also emphasizes honest communication and reinforces the importance of bringing teams together for a comprehensive discussion about the mission, vision, values and purpose of the organization:
“When team members clearly understand the organization’s mission and their role in achieving the vision, they are more likely to be engaged and motivated. This sense of purpose can help them navigate through challenging times and maintain enthusiasm during periods of change.”
Transformation fatigue is exacerbated when teams feel overwhelmed by rigid methodologies or unrealistic timelines. Instead of adhering strictly to project plans, Paul recommends fostering a culture that values flexibility and adaptability. Jarmila also suggests celebrating small wins. Progress during long-term transformations can feel slow, which can demotivate even the most resilient marketers.
“It’s important to acknowledge quick wins and milestones along the way. For instance, when a contract gets signed, it’s a great moment to share with the team.This gives everyone a small boost of energy, helping to maintain motivation and avoid losing momentum.”
Whether it’s meeting a project milestone or achieving a key metric, these small successes provide the necessary motivation to keep moving forward.
Continuous learning: the key to building resilience
In marketing, continuous learning is not just a best practice but a necessity. Investing in professional development can not only keep your team at the forefront of industry trends but also provide a healthy distraction during difficult times.
“We need to stay at the top of our game, which means we should be continuously learning. Even dedicating just one hour a week to reading an industry paper or doing research counts as continuous learning, just as much as attending a one-week intensive course. Learning should be ingrained in us, not only for personal growth but also as a valuable distraction during challenging times.”
By fostering a learning culture, you help build resilience. When marketers are equipped with the latest tools and knowledge, they are better prepared to handle the demands of transformation and less likely to experience fatigue.
Conclusion
To effectively combat transformation fatigue, B2B marketing leaders should focus on empowering their teams with knowledge and insights, facilitating collaborative discussions, and celebrating small wins along the way. By investing in continuous learning and encouraging flexibility in methodologies, organizations can create a resilient marketing culture that thrives amidst change.
Ultimately, prioritizing both the well-being of team members and the strategic objectives of the organization will lead to smoother transitions and more successful transformations in the dynamic landscape of B2B marketing.
