Today’s pace of change is outpacing people’s capacity to keep up.
The number of US employees that reported disruptive change in their organization in the last year.
The percentage of global employees that reported feeling overwhelmed by the speed at which work is changing.
The number of US workers that experienced organizational change in the past year.
Organizational transformation is a strategic necessity, yet 70% of those change efforts fail. Too often, leaders focus on structures, processes, and systems, while overlooking the human energy that drives them. Real change takes hold when organizations engage with what’s happening inside people, especially during times of change.
The truth is you can’t transform a company without transforming its people.
This is The Energy Project’s focus.
The Organizational Quadrants
01
Structure Shift
Organizational change initiatives typically start here, with a focus on building structure and process around a strategy by identifying the necessary resources, defining the operational plan, and instituting new procedures and policies. While necessary, this alone isn’t sufficient.
02
Behavior Shift
Changing behavior means establishing new practices and habits. This requires accountability systems, clear expectations, and consistent reinforcement. It’s about translating strategy into action through specific behaviors that can be observed, measured, and sustained over time.
03
Mindset Shift
This is where much of our work happens and where transformation often breaks down. Changing mindsets requires helping people challenge their assumptions and see new possibilities. Resistance to change is often invisible, but it’s inevitable. Change requires getting people to feel differently, and that begins with helping them to notice what’s internally standing in their way – including their beliefs, biases, fears, and longstanding habits.
04
Culture Shift
The deepest level of transformation happens when people feel emotionally connected to the change. Organizational culture is defined by the lived values, purpose, norms, expectations, and climate. When leaders model openness, vulnerability, and self-awareness, they create the safety that allows for ongoing experimentation and meaningful change. This is the ultimate X-factor for translating strategy into sustainable success.
Managing Energy
Energy is the pulse that powers productivity, engagement, and well-being. When employees learn how to manage their energy across four key dimensions, they’re empowered to sustain high performance while safeguarding their health and resilience.
Physical
Organizations that measure energy see measurable gains in performance and retention.
Emotional
Transformation happens when leaders understand what drives their people forward.
Mental
Decades of research inform every intervention we design and deploy.
Spiritual
Sustainable practices create momentum that builds over time, not burnout.
Transforming Energy
As organizations embark on change efforts, many default to fixed, limiting patterns – pushing harder, staying guarded, avoiding discomfort – that end up creating energy blocks in the system. Individually and collectively, these patterns create friction, constrain communication, stifle creativity, and weaken connection.
By shifting to a growth mindset and moving beyond basic energy management, organizations can clear these internal blocks, unlock the free flow of energy, and unleash new levels of possibility and performance.
Tackling the Challenges Defining Today’s Workplace
The Widening Skills Gap
Upskilling has become a critical priority in the era of generative AI, new technologies, and rapid digital transformation. According to the World Economic Forum’s Future of Jobs Report, 63% of organizations view skills gaps as a major barrier to business transformation between 2025 and 2030. Yet McKinsey research shows that even among employees eager to learn, time and cost constraints remain significant obstacles. To stay competitive, the pace of workforce development must match the speed of change, or organizations risk falling behind.
The Impact:
- Reduced productivity and operational efficiency
- Slower adoption of new technologies and processes
- Increased errors, quality issues, and rework
- Diminished capacity for innovation and problem-solving
- Greater dependence on external talent and contractors
- Weakened competitiveness and market positioning
- Lower employee confidence, engagement, and retention
- Growing leadership and capability gaps across critical roles
- Hindered organizational agility and transformation efforts
Our Approach:
We accelerate organizational upskilling by equipping your people with the capacity they need to adapt quickly and lead with confidence in a rapidly changing world. Our approach builds agility, strategic clarity, and leadership effectiveness, enabling organizations to close critical skills gaps, elevate performance, and stay ahead in a shifting business landscape.
Mitigating Burnout
Burnout is draining the energy of today’s workforce. A recent BCG report found that nearly half of employees globally are currently grappling with burnout. High workloads, resource-constrained teams, relentless pressure, return-to-office (RTO) mandates, economic volatility, a challenging geopolitical climate, increasing personal complexity, and too little renewal are leaving even top performers feeling disengaged and overwhelmed.
The Impact:
- Compromised mental and physical wellbeing
- Decreased productivity and quality of work
- Higher absenteeism and healthcare costs
- Diminished employee morale and engagement
- Increased turnover and talent loss
- Weakened organizational culture
- Reduced innovation and strategic thinking
- Lower customer satisfaction and service quality
Our Approach:
The Energy Project teaches sustainable strategies for managing energy to combat burnout. We share actionable ways to balance energy expenditure with renewal, helping people restore vitality, focus, resilience, and a sense of purpose in their work.
The Cost of Reactive Decisions
The average adult makes around 35,000 decisions a day, and in a recent global Oracle survey, while 74% of employees and leaders said their daily decision load has increased tenfold in just three years. It’s not just the volume that’s rising, it’s also the complexity and pressure. Overwhelming data and growing distrust in information are fueling decision fatigue, stress, and confusion, eroding the quality of leadership decisions. As a result, quick fixes often replace thoughtful, strategic choices, undermining long-term impact.
The Impact:
- Decreased quality of work
- Increased risk mistakes and costly rework
- Missed opportunities for growth and innovation
- Slower execution and organizational drag
- Erosion of trust in leadership
- Reduced employee engagement and confidence
- Wasted time, energy, and resources
- Reactive firefighting and crisis management instead of strategic focus
- Diminished agility and competitiveness
Our Approach:
We help leaders maximize their energy across all dimensions, sharpen their focus, and strengthen decision-making. By removing the blocks that stand in their way, leaders are able to pivot and adapt more easily, improve their clarity and capacity to think strategically, act intentionally, and more deeply inspire their teams.
Breaking Down Silos
Siloed teams limit collaboration, obscure critical information, stifle innovation, and foster isolation, leading to inefficiencies and missed opportunities. A Global Business Review study found that 83% of employees experience silos within their organizations, and 93% say these silos negatively affect performance. The rise of remote work has intensified these challenges, at times making it harder to maintain open and consistent information flow.
The Impact:
- Reduced collaboration and cross-pollination of ideas
- Suppressed creativity and innovation
- Narrowed focus on self- or team-interests at the expense of the broader organization and customer experience
- Increased confusion and redundancies in workflows
- Hindered end-to-end visibility and strategic planning
- Heightened tension, damaging politics, and power struggles
- Inhibited organizational learning, performance, and engagement
Our Approach:
We help organizations break down silos and remove systemic barriers through practices that build open communication, trust, and alignment. Our holistic approach balances entrepreneurial thinking with enterprise discipline, forging stronger connections across teams and enabling seamless collaboration and shared success.
The Struggle to Innovate
Innovation thrives on energy, yet many teams struggle to tap into their creative potential. According to the World Economic Forum’s Future of Jobs survey, 73% of organizations rank creative thinking as a top priority for future talent. Still, few create the conditions for creativity to truly flourish. A strong creative culture is both a strategic differentiator and a catalyst for growth. When heavy workloads, constant interruptions, and conflict drain people’s capacity to think differently, organizations lose their edge.
The Impact:
- Slower problem-solving
- Strained creative departments
- Fewer breakthrough ideas and missed market opportunities
- Diminished levels of adaptability to change
- Narrowed perspectives and limited cross-functional thinking
- Increased reliance on outdated processes and safe solutions
- Loss of competitive edge
- Weakened organizational agility and stagnation in growth
Our Approach:
The Energy Project builds innovation-ready teams by teaching practices that unlock creativity and the power of focused attention. When teams feel energized and safe to explore, bold ideas emerge and innovation becomes a natural outcome, enabling organizations to stay ahead in their industry.
Learn More about The Energy Project
Explore how The Energy Project is helping organizations and their workforce transform and drive real results.
The Organizational Quadrants
01
Mindset Shift
This is where much of our work happens and where transformation often breaks down. Changing mindsets requires helping people challenge their assumptions and see new possibilities. Resistance to change is often invisible, but it’s inevitable. Change requires getting people to feel differently, and that begins with helping them to notice what’s internally standing in their way – including their beliefs, biases, fears, and longstanding habits.
02
Behavior Shift
Changing behavior means establishing new practices and habits. This requires accountability systems, clear expectations, and consistent reinforcement. It’s about translating strategy into action through specific behaviors that can be observed, measured, and sustained over time.
03
Culture Shift
The deepest level of transformation happens when people feel emotionally connected to the change. Organizational culture is defined by the lived values, purpose, norms, expectations, and climate. When leaders model openness, vulnerability, and self-awareness, they create the safety that allows for ongoing experimentation and meaningful change. This is the ultimate X-factor for translating strategy into sustainable success.
04
Structure Shift
Organizational change initiatives typically start here, with a focus on building structure and process around a strategy by identifying the necessary resources, defining the operational plan, and instituting new procedures and policies. While necessary, this alone isn’t sufficient.
