Large corporations often invest heavily in structured change programmes, supported by dedicated teams, governance frameworks, and formal methodologies. Yet despite these resources, many transformations stall, underperform, or fail altogether. By contrast, start-ups – armed with little more than ambition, urgency, and a lean approach – frequently outpace established firms in driving innovation and embracing change.
So, what can big corporates learn from the start-up world when it comes to making change more agile, adaptive, and ultimately successful?
The Nature of Change in Start-ups vs. Corporates
In start-ups, change is the norm. Business models are tested, iterated, and sometimes abandoned within weeks. Teams pivot in response to customer feedback or market opportunities. Decision-making is fast, communication is direct, and failure is reframed as learning.
Corporates, however, tend to treat change as episodic – something launched through a formal programme, with milestones, reports, and end dates. While this structure is valuable for large-scale transformation, it can also create inertia, slow decision-making, and encourage a compliance-driven rather than learning-driven culture.
To remain competitive in 2025 and beyond, corporates need to blend the discipline of structured change management with the agility and mindset of a start-up.
1. Embrace Iteration, Not Perfection
Start-ups rarely wait for the “perfect plan”. Instead, they launch minimum viable products (MVPs), gather feedback, and iterate quickly. This mindset reduces wasted effort and keeps the focus on outcomes rather than lengthy planning.
Corporates often get trapped in analysis paralysis – weeks of workshops, reports, and sign-offs before taking the first step. By adopting a “test and learn” approach, large organisations can accelerate progress, reduce risk, and spot problems earlier.
Practical tip for corporates: Start small. Pilot change initiatives with a limited scope, measure results, then scale. Treat early mistakes as data, not disasters.
2. Flatten Hierarchies to Speed Up Decision-Making
In a start-up, decision-making is typically decentralised. Founders and small teams take responsibility, reducing the layers between problem and solution. This agility allows them to respond quickly to market shifts.
In corporates, decisions often crawl through multiple layers of approval, slowing momentum and frustrating employees. While governance is necessary, excessive hierarchy can stifle agility.
Practical tip for corporates: Create empowered cross-functional teams with decision-making authority for change projects. Provide clear boundaries and support, but avoid unnecessary escalation for every choice.
3. Focus on Customer-Centricity
Start-ups live or die by their ability to satisfy customers. Customer feedback loops are short, intense, and embedded in daily operations. Every pivot is tied to delivering more value to the market.
Corporates sometimes lose this direct connection, focusing instead on internal efficiency, compliance, or shareholder demands. As a result, change programmes may optimise processes but miss the bigger question: does this actually improve the customer experience?
Practical tip for corporates: Reframe every change initiative around the customer impact. Involve customer insights teams in programme design and ensure end-user feedback is integrated into the change journey.
4. Prioritise People Over Process
Start-ups rely heavily on small, motivated teams. Without the luxury of bureaucratic support, they depend on collaboration, ownership, and trust. This creates a culture where people feel empowered to innovate and take responsibility.
In corporates, processes often dominate. Employees can feel like cogs in a machine, expected to comply with rules rather than contribute ideas. This reduces engagement and slows the pace of change.
Practical tip for corporates: Shift the mindset from managing people through change to enabling them to lead it. Equip employees with the tools and autonomy to adapt their own practices rather than dictating change from the top down.
5. Normalise Change as Business-as-Usual
For start-ups, change is continuous. They don’t talk about “transformation programmes” – adaptation is simply part of their DNA. This mindset eliminates the fear and fatigue that often accompanies corporate change efforts.
In corporates, employees can view change as disruptive events layered on top of their “real work”. This fuels resistance and fatigue, particularly when multiple initiatives collide.
Practical tip for corporates: Position change as part of everyday work. Build change capability into leadership development, performance management, and culture. The more employees see adaptation as routine, the less threatening it becomes.
6. Communicate Simply and Often
Start-ups have an advantage: small teams, close proximity, and informal communication channels. Everyone usually knows the “why” behind the latest pivot. Transparency builds trust and keeps people aligned.
Corporates, by contrast, often overcomplicate communications – long memos, jargon, and infrequent updates. This can leave employees confused or disengaged.
Practical tip for corporates: Borrow from the start-up playbook: short, clear, and frequent communication. Use town halls, two-way channels, and storytelling rather than dense PowerPoint decks. The goal is to keep everyone aligned, not to tick a communication box.
7. Celebrate Quick Wins
Start-ups are good at celebrating small victories – closing a new client, shipping an update, securing investment. These moments keep morale high and reinforce momentum.
Corporates often focus on long-term programme milestones, leaving employees waiting months (or years) before seeing visible progress. This creates frustration and a sense that effort isn’t paying off.
Practical tip for corporates: Identify and celebrate quick wins. Acknowledge progress at every stage and recognise the individuals and teams making change happen. Momentum is built through appreciation as much as outcomes.
The Balance: Agility Without Chaos
It’s important to note that start-ups can also learn from corporates. Agility sometimes comes at the cost of discipline, with rushed decisions or unscalable practices. Large organisations bring maturity, resources, and stability – valuable traits that start-ups often envy.
The sweet spot lies in balance: corporates don’t need to abandon structured change management but can enrich it with agility, speed, and a culture of learning. Start-ups, in turn, can learn from corporates about scalability, governance, and sustaining change over time.
Conclusion: Building Corporate Agility Through a Start-up Lens
The business landscape of 2025 is defined by complexity, disruption, and uncertainty. Traditional corporate approaches to change – rigid, episodic, and overly formal – are no longer enough. By adopting the agility of start-ups, corporates can make change faster, more human, and more effective.
The key lessons are clear:
- Iterate, don’t over-engineer.
- Empower people and flatten hierarchies.
- Keep the customer at the centre.
- Build change into daily culture.
- Communicate simply and celebrate progress.
If large organisations can embed even a fraction of these practices, they won’t just survive disruption – they’ll thrive in it. Because in the end, agility is not about size; it’s about mindset.
