The numbers are in. According to the 2025 Employee Communications Report, change fatigue isn't just another buzzword, it's the next big challenge facing internal communications.
After years of rapid transformation - greater attention to employee wellbeing, the shift to hybrid and remote work, and the explosion of digital advancements and AI - organisations are now reaching a breaking point. With 70% of industries reporting that they are at or beyond change saturation1, it's clear that the relentless pace of change is taking a toll.
Change is no longer a phase that organisations go through; it's the reality we operate in. With cultural shifts reshaping workplace expectations, environmental demands pushing for more sustainable practices, and the accelerating influence of AI and digital transformation.
It's no surprise change fatigue has emerged as one of the biggest challenges, ranking as the second most significant barrier in this year's Employee Communications Report. But change fatigue isn't solely driven by external pressures - in fact, most respondents to the global 2024/25 State of the Sector survey agreed the origin was internal with many organisations managing multiple change initiatives at once. Focus groups from the report shared frustrations about fragmented, sometimes contradictory communications from different stakeholders, all vying for attention, and ultimately leading to a fragmented experience where employees feel overloaded and struggle to keep up. As one respondent put it: "It's gone beyond change fatigue. It's change exhaustion; disconnection; denial."
So, how do we move forward? Reflecting on the 2025 Employee Communications Report and the conversations we are having as an industry, the path is clear. Change management can no longer be treated as an "extra" or an "as-needed" function. It must become a core part of how organisations operate - helping to minimise fatigue while still evolving to fit the new world of work we are living in.
Explore more insights from the 2025 Employee Communications Report.
The key role of communications for change
While processes and technology drive transformation, it's people who ultimately make change happen. Too often, organisations focus heavily on the technical aspects - systems, structures, and processes - while underestimating the human element. To make change work, your employees need to buy into and embrace it, and to do that they need to understand its value. The story we tell about change is as important as the change itself.
Research shows that leaders and managers are the most influential figures in driving change since employees look to them as trusted sources of truth2. Just as we are more likely to trust a recommendation from a friend or colleague over an online review, employees are far more receptive to messages delivered by their direct managers than by corporate announcements. However, in this year's Employee Communications Report, poor leadership and manager communication were two of the top five barriers to successful change.
There's a disconnect, but this also reveals an opportunity for internal communications to play a more initiative-taking role in change management. While internal communications teams shouldn't carry the burden of reducing change fatigue alone, they can play a vital role in easing the way, particularly in these key areas:
- Shifting Perspective: Instead of framing every initiative as "change," position it as an "improvement" or an "evolution." This subtle shift in language can help reduce resistance and encourage a more positive mindset.
- Communicating the Why: Employees need to understand what's in it for them. Clear, transparent messaging about the purpose and benefits of change is essential to getting buy in from employees.
- Building Consistency: When various initiatives connect to a single, overarching vision, they become easier to digest. Internal communications should maintain an overview of all change projects, ensuring a cohesive and coordinated strategy that minimizes communication overload.
- Supporting Leaders: Equip leaders with the tools they need to communicate effectively. Provide coaching, feedback, briefing packs, and real-life examples of good and bad communication practices. Many leaders are time-poor; making it easy for them to deliver clear, aligned messages will improve engagement and trust across your organisation.
Making change management part of your organisation's DNA
Change is the new normal, and every organisation needs a structured approach to managing it. The reality is that as Gen-Alpha enters the workforce and the pace of innovative technology continues to grow, organisations that can't adapt will flounder. This isn't a quick fix; it's a strategic shift.
The key is a well-designed approach to change management that remains consistent across the organisation. This requires alignment across HR, internal communications, leadership and operations—not just siloed efforts from individual teams. Only when these functions work in harmony can organisations create a truly cohesive change experience that employees will trust.
When change is managed well, it fosters positive employee reactions that makes future change smoother and more successful. The goal should be to create a culture where change is seen as a benefit rather than an inconvenience—an opportunity rather than an obstacle.
Ready to embrace change?
Gallagher can help.
We've developed a Change Management Health Check to help organisations assess their readiness and capability for change.
In the UK? Upskill your team with our half-day Leading Transformational Change workshop.
Sources
1Horlick, Andrew. "6 Strategies for Reducing Change Saturation," Prosci, 18 January 2023.
2Cakir, Fatma Sonmez. "Analysis of Leader Effectiveness in Organization and Knowledge Sharing Behavior on Employees and Organization," Sage Journals, 31 March 2020.
