Chief Change Officer
#276 Change Management Without the Migraine: Nellie Wartoft’s Global Fix — Part Two
Sun, 6 Apr 2025
While most people treat change like an unwanted software update, Nellie Wartoft builds the system that makes it work. As the founder of Tiger Hall, she’s on a global mission to turn resistance into results. From Europe to Asia to the U.S., Nellie’s seen it all—and she’s here to share why change isn’t the enemy, but badly handled change definitely is. In this two-part series, we’ll talk about cross-cultural leadership, why change efforts so often crash and burn, and how to make sure yours doesn’t.Key Highlights of Our InterviewHating SharePoint and Finding a Better Way“The inefficiency of tools like SharePoint highlighted a fundamental gap: employees struggling to align with HQ’s vision. Miscommunication bred resistance and fatigue, even when both sides had good intentions. The question arose—why can’t change communication be as engaging as social media or Spotify?”The Universal Human Side of Change“No matter where you are in the world, the human psyche reacts similarly to change—fear, chaos, uncertainty, and emotion are universal experiences. Change fatigue and resistance aren’t cultural anomalies; they’re deeply human responses shared across geographies.”The Ego Factor: A Leadership Killer“High-ego, high-fear leaders stifle transformation. They resist feedback, take criticism personally, and foster a top-down, do-as-I-say culture. Modern transformation demands collaborative leadership that embraces input, fosters trust, and thrives on dialogue—not outdated command-and-control styles.”“Short-Term Results vs. Long-Term Vision”“U.S. organizations prioritize quarterly results and trend-driven decisions, like the AI boom. Meanwhile, Asian companies often take a more measured, long-term approach, rooted in heritage and identity. Both approaches have their strengths but lead to vastly different paces of execution.”_________________________Connect with us:Host: Vince Chan | Guest: Nellie Wartoft --Chief Change Officer--Change Ambitiously. Outgrow Yourself.Open a World of Expansive Human Intelligencefor Transformation Gurus, Black Sheep,Unsung Visionaries & Bold Hearts.12 Million+ All-Time Downloads.Reaching 80+ Countries Daily.Global Top 3% Podcast.Top 10 US Business.Top 1 US Careers.>>>140,000+ are outgrowing. Act Today.<<<
Chapter 1: Who is Nellie Wartoft and what is Tiger Hall?
Hi, everyone. Welcome to our show, Chief Change Officer. I'm Vince Chan, your ambitious human host. Our show is a modernist community for change progressives in organizational and human transformation from around the world. Today, I'm joined by Nellie Wotoff, someone I'd like to call the Chief Change Officer behind Change Leaders.
Originally from Europe, she spent years in Asia, especially in Singapore, working across cultures. Now based in U.S., Nellie is the founder and CEO of Tiger Hall, a tech-driven platform helping organizations navigate change more effectively. This is part one of a two-part series. In these episodes, we'll dive into navigating cultural differences across three regions,
why most change initiatives fail, and how to set up for success. If you've ever struggled with change, whether in your career, company, or life, this series is for you. Let's get started. What triggered you to start this company in the very first place?
Chapter 2: Why is SharePoint ineffective for change management?
I hate SharePoint. I think it's the most awful way of communicating. No, it was more like I was seeing how hard it was for employees on the ground to grasp what HQ wanted out of them and what they should be doing. And I saw this disconnect and how it was like both parties have really good intentions. People are trying to drive change and transformation and make their companies become better.
But all it does is that it increases this change fatigue and resistance and fear in employees. And I was like, this is not necessary. And then employees also have good intentions. They really want to help. They want to support. They want to do a good job, right? No one shows up to work and thinks I'm going to do a really shit job today. Let me see how bad I can do this job.
People generally have good intentions. So it's good intentions on both sides, but it's the in-between that makes it get lost, right? And that's the complexity of the size of these companies, the communications and the lack of the availability of these tools. Like you can't target very well with email or SharePoint and it's hard to create high quality engaging content with these tools.
Like it's mostly just written documents. So I was looking around and I thought, what are people engaged with? They're really engaged with their TikToks and Instagrams and Spotify's and all of the consumer-grade technology and things that are social, things that have engaging content. It's like, why isn't change communications more like this?
Why can't we communicate change and transformation to employees the way an influencer communicates about the latest fashion trend or whatever to their followers, right? So that was a big inspiration for it as well. And just how do we bring that content consumption, engagement and social aspects into change and transformation?
When it comes to change, a lot of it goes beyond technology. It's ultimately rooted in human behavior and cultural nuances. you've had the unique experience of living and working across Europe, Asia, and now the US, which brings with it an incredible range of perspectives.
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Chapter 3: What are the universal human reactions to change?
Given your background and your exposure to diverse clients, I'm curious, how do you see cultural differences play out when it comes to people's reactions to change, Even the concept of change itself, whether it is a mindset shift or a full-scale transformation, can vary dramatically across regions.
Have you noticed any significant differences or similarities in how these cultures approach and perceive change? And how do you adapt your solutions to help clients tackle those cultural nuances more effectively?
I think there are a lot more similarities than differences actually. At the end of the day, we're all pretty similar as humans and the human psyche and human emotions doesn't, they don't differ that much across geographies from my experience and things like the fear, the chaos, the uncertainty, politics, emotions, all of these are in all of these cultures, right?
Chapter 4: How do cultural differences affect change management?
So the human experience of change and including change resistance and fatigue and all of those are very natural and very human regardless of where you're from. I think the differences that more than the cultural differences shows up in organizations more from A couple of ways, right?
So one is the role of talent and how it's viewed and the kind of like how you view talent as a resource versus an investment, for example. And that also influences the leadership culture. So if we take Asia where it's more generally more top-down work cultures, you don't really question your boss. You don't really speak up to authority.
There are other cultural nuances that drive other kinds of behaviors. Whereas in the US, it's very common to challenge authority and speak up against your manager and say what you think and voice your concerns. So that's leading to differences in communication.
And we also see that because we have clients across 32 countries work with around half a million employees worldwide that are using the platform. So across those differences in geography, you can see that leadership style and the hierarchical nature of organizations differ than in the two-way feedback loops, for example, and the kind of feedback that people share and how they share that.
Yeah.
Because of someone's level of seniority, that person automatically has power and authority and knowledge. Whereas that's not the case in the US where people are more like, yeah, just because he's the chief whatever or she's the senior something, it doesn't matter that they always know best. I also have my opinion and they matter as much as theirs.
So that's a big difference in how communication is handled and how people trust and follow and view their leaders. And then I think the other difference is the long-term versus short-term thinking. So leaders in Asia are much more long-term thinking and the US is much more short-term.
So the US is much more around quality results for Wall Street and showing earnings and all of the numbers every three months. So they don't really have long-term visions when it comes to thinking about change. It's more like trend hopping, like AI, for example. Everyone is on AI and everyone needs to implement it now. And everyone wants to show it to Wall Street next quarter.
Whereas in Asia, it's a little bit more, let's see what we're going to do in the next 10 years. And especially the Asia headquartered companies are very much focused. More long term vision and like how does this play into our heritage and the longer term view of who we are as a company and our identity.
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Chapter 5: What are the common reasons for change initiative failures?
Like I think, for example, Asia could be much more faster in execution given the top-down hierarchical culture it has. But then this long-term vision, which is great in my view, that kind of makes it not as fast. But if you had, for example, the short-term vision of the US with the top-down hierarchy of Asia, that could potentially be extremely intense and fast execution, right?
But I think both of them balance themselves out in interesting ways. But those are some of the differences that I've noticed in just the work that we've done.
When we first met, You told me some intriguing insights from your experiences, specifically why certain change initiatives fail while others succeed. You pointed out that there are common pitfalls that lead to failure and that understanding can uncover valuable opportunities to set the stage for success. Could you share with us some of those common reasons for failure?
Maybe you've seen recurring patterns, or perhaps you can recall specific examples without naming names of how these failures played out. And on the flip side, what approaches have you found to be especially effective in laying the groundwork for a successful change initiative?
Yeah, I don't think some fail. I think most fail, depending on how you define failure. There's a very well-known statistic that 70 or even 80% of transformations fail, right? And the definition of failure in most of those studies is not achieving the intended outcome. So not delivering the value that it was supposed to deliver, not reaching the milestones on time.
So getting dragged and dragged for time and budget, or just like being abandoned. Like it didn't work and we have to stop and go another way. Which I also wouldn't necessarily call failure. We live and we learn. And I think that's completely fine. And to just say, this didn't work, we're going to try something else. So I don't think there should be any fear around failing.
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Chapter 6: How can early involvement improve change success rates?
But if you want a transformation initiative to really succeed, there are a couple of things that I notice between the customers that we work with and just like what makes them successful versus the ones who are less successful. What do they do instead?
The number one thing, or the number one, but like the first thing to think about in the journey of a transformation is when do you start involving people? That's a big difference I see. There are some companies that are really good with involving people early, you know, instead of having three people in the ivory tower deciding everything and then starting to roll it out.
And then at the very last minute, when it comes to execution, that's when they go, hey, like, Tom, Dick and Harry, like, why don't you need to do this differently now? So go ahead and do it differently and change your workflows. That's usually not received very well. And on the other side of that, I see companies involving employees early, like at the formation stage.
And even if you can decide the strategy and what the change is going to be, let's say you're going to have. all renewable energy by 2030. Okay, that's your plan. But then how do you start involving people in the thinking, in the formation, in the how-to, in shaping the transformation? And I see companies are really successful, have involved more people earlier.
And there's a study from McKinsey on this as well, where most organizations involve and engage on average 2% of their organization. McKinsey argues that's equivalent to around a 20% success rate of change and transformation initiatives. Whereas if you have just 7% engaged, that's already 50% success rate.
So really, you only really need 7% of your organization to be fully engaged for you to have a 50-50 chance of success. And then if you start climbing up to 30%, having 30% of your organization engaged, that's when you get... realistic success rates up to 80, 85%.
So it's not about having a hundred percent on board, but it's about how can you have more than just the ivory tower people involved and getting people involved very early. So that's one big difference I see. Then the other one would be how much effort they put into the with them. So what's in it for me, the language and the words that they use with different audiences.
Do you go to a factory floor, for example, with very formal headquarter corporate language? That's usually not flying very well. Or do you actually meet people where they are?
So the amount of effort that they put in to target the different audiences, understanding their needs, using the words, the language that they use and like speaking their language, both literally and metaphorically, that's another big difference. I see like everything from vocabulary and words used. And then I think almost the biggest one is actually the ego and fear of the leaders.
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