Rethinking Change Management: Why ‘Do. Feel. Think.’ Works Better in Pharma

Change management in the Pharma industry has long adhered to the “Think. Feel. Do” model. This approach suggests that people must first understand and emotionally buy into change before they are ready to take action. While this method may work in some contexts, it can be slow and resistant to the rapid changes characteristic of the Pharma sector. With constant digital transformation, AI advancements, and an ever-changing regulatory landscape, organisations cannot afford to wait for perfect alignment before making progress.

Instead, a shift towards a “Do. Feel. Think” approach could expedite change and foster greater engagement across teams. This method encourages organisations to take action first, building momentum and trust even as employees continue to process and reflect on the change. Here’s how this approach can be implemented in the Pharma sector:

Do: The first step is to start taking action, even in small ways. For example, reflecting on the bigger “why” behind the change and illustrating proof of concept through early adopters can demonstrate tangible benefits. This could be in the form of pilots, trial phases, or small-scale initiatives that allow people to see change in action.
Feel: As employees witness the change taking place and the benefits it brings, they begin to feel more comfortable and trusting of the transformation. When people see real-world results and the value of the change, they’re more likely to embrace it emotionally. This approach helps reduce resistance and fosters a sense of ownership among teams.
Think: Finally, once people have seen and felt the change, they are in a better position to reflect on it and adapt. Providing employees with the space to think critically about the change and how it affects them allows for deeper understanding and reduces concerns that may have been rooted in misconceptions or uncertainty.

This shift in approach allows organisations to move faster and be more agile in the face of change. Instead of waiting for full alignment, teams can start acting while providing opportunities for reflection and adjustment along the way. What small action can your organisation take today to accelerate change and drive momentum?