Speed is increasingly valued in today’s business environment. Companies that can build, scale and pivot quickly often gain competitive advantages in crowded markets. Elon Musk has become synonymous with this high-velocity approach to organisational transformation. From his acquisition of Twitter (now X) to his current role heading the Department of Government Efficiency (DOGE) in the United States under President Trump’s second administration, Musk’s methods have attracted global attention for their emphasis on rapid implementation.
Musk’s swift decisions—including executive restructuring and workplace policy changes—represent one end of the change management spectrum, where immediacy takes precedence. This approach raises important questions for business leaders across India, Asia, Europe and beyond: what is the optimal balance between speed and stakeholder engagement when implementing organisational change?
When Musk took control of Twitter, he implemented significant workforce reductions and operational changes within days. The stated goal was greater efficiency and cost management—priorities that many organisations face in competitive markets. This rapid transformation approach contrasts with more gradual change methods that emphasise extensive consultation.
“Organisational change, if it has to be sustainable and long term, must have ownership of all the people impacted,” says Ramesh Shankar, a senior HR leader. He notes that while swift action has its place, particularly in crisis situations, sustained transformation often requires broader engagement.
“Organisational change, if it has to be sustainable and long term, must have ownership of all the people impacted.”
Ramesh Shankar, senior HR leader
Shankar references a formula in change management by Kathleen Dannemiller: D × V × F > R, where Dissatisfaction with current conditions, Vision for the future, and First concrete steps must together overcome Resistance to change. “Different change contexts may require different applications of this formula,” he explains.
The relationship between organisational climate and innovation presents another consideration. Ravi Kumar, chief people officer, Page Industries, observes, “Any change is already difficult. If people are not involved, there won’t be buy-in. Without buy-in, the change impact simply won’t sustain.” This perspective suggests that involvement creates psychological ownership that can facilitate implementation.
“Any change is already difficult. If people are not involved, there won’t be buy-in. Without buy-in, the change impact simply won’t sustain.”
Ravi Kumar, chief people officer, Page Industries
Research in organisational behaviour indicates that environments characterised by psychological safety—where employees feel able to voice concerns without fear—often produce more innovative outcomes. The challenge for leaders is creating this safety while still moving at the necessary pace in competitive markets.
Communication strategies during periods of change vary significantly. Some leaders prefer complete transparency, while others, like Musk, have sometimes employed selective disclosure focused on the most critical information. Kumar suggests a middle path with his ‘What-How-Impact’ framework, which focuses communication on essential elements while maintaining momentum.
“When you explain the reason—why we are making this change, how it will impact people, and how it benefits the organisation—you ease resistance. It’s not just about speed; it’s about direction,” says Kumar.
Human resource professionals increasingly play a strategic role in change management. Beyond policy implementation, they help bridge communication gaps and monitor organisational health during transitions. This expanded responsibility reflects growing recognition that workforce engagement significantly influences transformation outcomes.
Kumar identifies three key elements that HR departments should consider when facilitating change: stakeholder involvement at appropriate levels, clear explanation of change rationale, and attention to transition experiences—particularly during significant restructuring. These elements can be adapted to fit different transformation timelines and contexts.
Organisational metrics provide objective indicators of change effectiveness. Tracking attrition rates, engagement scores, anonymous feedback and productivity helps leaders assess whether their approach is yielding desired results. These indicators help distinguish between short-term disruption that leads to improvement and changes that may undermine long-term performance.
Shankar notes that context matters significantly when determining change velocity: “Different situations demand different approaches. The key is matching your speed to the actual urgency of the situation while maintaining sufficient alignment.”
The global business landscape offers diverse models of successful transformation. Satya Nadella’s leadership at Microsoft demonstrates a methodical yet decisive approach to cultural and strategic change. The company shifted emphasis while maintaining stakeholder engagement through consistent communication channels. Tata Group’s evolution under various chairmen similarly shows how organisations can implement substantial changes while preserving core institutional values.
For business leaders observing Musk’s approach, the key takeaway may be the importance of intentionally choosing where on the speed-engagement spectrum their organisation’s changes should fall. Different contexts may justify different approaches—from rapid, decisive action to more gradual, consultative transformation.
As organisations across India, Asia, the Middle East and Europe navigate their own transformation journeys, the fundamental question isn’t simply whether to move quickly or slowly, but rather how to calibrate velocity appropriately for specific circumstances while maintaining the level of trust necessary for sustainable performance.
The ongoing developments at Musk’s ventures and initiatives like DOGE will continue providing valuable case studies in organisational change—offering lessons on both the benefits of decisive action and the importance of bringing stakeholders along on the journey of transformation.
