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In today’s world, change may be the only certainty, but few would claim leading or navigating through it is easy. Change challenges assumptions, unsettles routines, and creates discomfort. Yet it remains one of the most powerful opportunities for growth, both for organizations and for individuals.

Over the past few years, Astellas has been through one of the most significant transformations in its history, adapting its operating model and embracing new ways of working to bring innovation to patients faster. Leading through this experience and others like it has prompted Claus Zieler, our Chief Commercial & Medical Affairs Officer (CCMAO), to reflect on what it really takes to turn a bold idea into a meaningful outcome.

Never underestimate the importance of the why

The why narrative must connect both practically and emotionally. It should paint a vivid picture of the value the change will deliver. Without it, even the best-designed process can falter.

And repetition matters. As leaders, we need to keep repeating the why with clarity and conviction – not just at launch, but throughout implementation. Each time we communicate, we reinforce meaning, build belief, and strengthen alignment. I learned this early in my career, when a senior colleague reminded me, after I had delivered the same explanation for what felt like the twelfth time, that while it may have been the twelfth time for me, for that particular audience it was the first. What feels repetitive to us often feels new – and necessary – to others. Consistency of message builds credibility, and credibility builds belief.

Ideas are easy. Bringing them to life is hard

1. Conceptualise: Build the idea with a small, focused team.
2. Test and socialise: Expose the concept to a wide range of stakeholders, pressure-test assumptions, listen carefully to concerns, and refine until it resonates. Crucially, this step cannot take place in an echo chamber. It requires deliberately seeking out diverse perspectives – Regulatory Affairs, Manufacturing, Finance, HR – each of which will raise different issues and strengthen the final outcome.
3. Implement with discipline: Establish clear milestones, governance, and accountability to drive results.

It is the second step that is most often overlooked, yet testing is typically the make-or-break moment that determines whether or not an idea takes root. A word of caution: It is not about pushing an idea through at all costs but rather being willing to adapt based on the feedback received.

Change is about people, not processes

Governance and milestones are important, but they are not what determines success. At its heart, change is about people.

When people hear about transformation, they do not just think about strategy. They think about themselves: Will my role change? Will I still get the support from colleagues I rely on today? Can I explain this to my team? These fears are real, and if ignored, they can escalate into resistance.

As leaders, we must create space to acknowledge and work through those fears. Sometimes this requires a formal setting, sometimes an informal sketch on a flip chart to make a concept tangible, and sometimes simply time to listen. What matters is empathy; recognizing what is on people’s minds and responding with honesty and clarity.

Psychological safety and empowerment

This is borne out in research by Zenger Folkman, which found that when empowerment is low, only 4 percent of employees are willing to put in discretionary effort. When empowerment is high, that number jumps to 67 percent. But empowerment only drives this level of performance when people feel supported and trusted – when they know they can challenge the status quo, pursue bold ideas, and learn from setbacks without fear.

In our own transformation, where setting ambitious goals and acting with agility are vital, psychological safety enables people to take risks and adapt. It gives teams the confidence to challenge established ways of working and the courage to try new ones. Without it, progress stalls.

Leading with authenticity

One lesson stands out above all when leading through change: authenticity matters. Leaders do not need to have all the answers. Admitting “I had not thought of that” or “We may need to adjust” does not weaken authority – it strengthens trust and engagement.

Authenticity, combined with empathy and consistency, is what gives people the confidence to follow. It is what makes the repetition of the why credible, and it is what ensures that empowerment and psychological safety are more than slogans. At the end of the day, people will rally behind leaders who are clear on purpose, open in their approach, and human in how they show up.

Change is challenging, but it is also inevitable. By being clear on the why, by testing rigorously, and by focusing on people as much as on process, we have shown that bold ideas can indeed be turned into lasting impact. And that matters more than ever when the measure of success is the difference we make to patients’ lives.