Katherine Ajk The Psychology of Change: Driving Adoption in Times of Disruption

Major Organizational Shifts Require Careful Attention to the People They Affect

Enterprise-scale transformation is never just about process. It is equally about psychology, communication, and trust. The human side of change that determines whether strategies succeed or stall.

Katherine Ajk, a strategist with more than 20 years of experience across entertainment, technology, and life sciences, has consistently navigated organizations through disruption. She has led global Agile transformations, stood up process excellence functions, and guided cross-functional teams through high-pressure regulatory and commercial shifts.

Her work has reshaped operations while safeguarding the employee experience, ensuring that efficiency gains and digital innovations never overshadow the people behind the change. “What I’ve learned is that no matter the scale, transformation demands clarity, communication, and empathy. Those are the levers that build trust and drive adoption,” says Ajk.

The Psychology of Change

Resistance is the most predictable human response to change, and yet, it remains one of the least planned for in transformation programs. Ajk highlights that reactions to change follow a consistent pattern: “People don’t like change. Even when leaders see something as small or logical, employees may see it as disruptive. If someone perceives it as change, resistance is real.”

Her approach emphasizes psychological safety — creating environments where employees can ask questions, voice concerns, and experiment without fear. This mindset treats every change, big or small, as significant. “When leaders underestimate the emotional weight of change, they risk disengagement. When they acknowledge it and create safety, they accelerate adoption.”

Defining the Why, Who, and How

Stakeholder engagement, Ajk argues, begins long before the first training session or pilot launch. “You need clarity. Who are your stakeholders? Who is impacted? What is being impacted? And why are we making this change?”

She advocates for leading with the why in every communication. When the purpose is explicit, employees are more likely to see themselves in the vision. From there, communication becomes a multi-channel effort — emails, town halls, videos, and one-on-one conversations. “Everyone absorbs information differently. Looking at change through a 360-degree lens ensures no one is left behind.”

Consistency, transparency, and repetition reinforce the message. But Ajk notes that listening is just as important as broadcasting: “Stakeholder engagement is a dialogue, not a monologue. The more feedback loops you build in, the more resilient your change program becomes.”

Technology’s Role in Stakeholder Engagement

The rapid rise of digital platforms, AI, and virtual collaboration has redefined how organizations deliver transformation. Yet Ajk is clear: tools should enhance, not replace, human connection.

“AI has changed how we approach automation and insights,” she says. “But AI does not replace how I interact with someone or explain the why behind the change.” She uses AI to streamline processes — from aggregating data to surfacing adoption metrics — but anchors every program in human empathy and relationship-building.

“Transformation is not a download. It’s an experience. Technology should help leaders meet people where they are, not distance them from the conversation.”

Lessons From Experience

Ajk has seen how even small pilots, if mismanaged, can derail larger initiatives. “Any test that touches people or business operations must be treated with the same rigor as a full-scale rollout. If employees feel blindsided or unsupported, confidence erodes quickly.”

Her career has taught her that transformation success is rarely about the tools or frameworks alone. It is about respecting the human impact of every decision, whether launching a new CRM, restructuring a team, or shifting organizational culture.

By defining the why, engaging stakeholders with intention, and embracing technology without losing connection, leaders can transform resistance into engagement and disruption into opportunity.

Readers can connect with Katherine Ajk onLinkedInfor more insights on transformation, change management, and operational excellence.