Leadership focus should only be on change that will capitalise on the big benefit opportunities and/or ensure preparedness for catastrophic situations impacting on the organisation's reputation.

Executive leaders of organisations need to know the difference between a change for a big or small benefit as well a change that will have a big or small cost to the organisation and its stakeholders. Frequent or too much change that is incremental, insipid and insignificant can mean that an organisation’s employees and stakeholders may question whether it is really worth all the effort for little benefit. 

Of course, it all depends on the source, the sense of urgency and need for the change, rather than ‘change for change’s sake’. Why I am raising this premise is because recently I have observed more frequent so called ‘change’ / ‘transformational change’ events than in the past which has stretched resources and not delivered the significant benefits to all key stakeholders. Some changes are definitely transformational and really needed, other changes are not. The types of ‘change’ can range from the very big and important to the very small for little benefit. 

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