Executive summary
This report presents the findings of the 2025 survey of the State of Change Management in the United Nations (UN) , drawing on data gathered from 123 experienced change sponsors, change managers, and change practitioners from across the UN system. It is the second change management study conducted by the United Nations Lab for Organizational Change and Knowledge (UNLOCK), part of the United Nations System Staff College (UNSSC); the first was published in 2023.
Context
Change management in the UN context is a strategic, structured, and inclusive process that helps prepare, equip, and support individuals, teams, and organizations to successfully adapt to and sustain reforms or new ways of working. According to change management experts Prosci, organizations implementing a best-practice approach to change management are more likely to deliver successful change outcomes. Given this, understanding the state of change management in the UN system – what is working well, and what may need to evolve to increase the chances of successful change in the future – is more important than ever.
This executive summary presents headlines from the survey findings, and provides an overview of actions that change sponsors, change managers and change practitioners can take to maximize opportunities for successful change in the future.
Headlines from the findings
In 2025, change management in the UN system is being significantly affected by the complex and uncertain funding and geopolitical contexts in which it is operating. There is a broad spectrum of major change initiatives underway, with organizations and individuals juggling multiple change projects at the same time. On average, organizations are implementing six organizational change initiatives simultaneously, of which the three most frequently mentioned by respondents are digital transformation, culture change and initiatives to increase efficiency. 90 percent of respondents have a somewhat clear or very clear definition of success in terms of the changes they are working on.
90 percent of respondents say they have a somewhat clear
or very clear definition of success in terms of the changes they are working on
Change saturation, also known as change fatigue, is a reality for both individuals and organizations. More consistent and standardized use of change management practices and tools could help build organizational change management maturity and agility.
68 percent of respondents believe their organizations to be past, at, or nearing change saturation
87 percent of respondents rate the level of change agility in their organization as moderate or low
Across an organization, the priorities and experiences of change can appear different depending on respondents’ role and location within the system. For instance, respondents see leaders as paying most attention to staff engagement and communications, whereas respondents themselves are most focused on culture change. Such differences in perspective can make alignment a challenge and highlight the importance of communication between stakeholders in order to build a shared understanding of change management priorities.
86 percent of change managers believe their organization has no further capacity for change,
compared with 39 percent of change sponsors
Senior leaders are more likely than any other stakeholder to be seen as primarily responsible for leading organization-wide change in the UN system. Others seen as responsible include change management units, project teams, human resources divisions, and external consultants – each bringing their own background, expertise, and approach, and often balancing the work of change management alongside their main role.
33 percent of respondents describe the role of senior leadership
in driving change as one of strong leadership and active involvement
The range of people contributing to change management brings with it a variety of experiences, perspectives, and solutions regarding what works and what doesn’t. This is one reason why peer-to-peer learning holds such value for respondents – helping peers share what’s working, learn from each other, and find connection in their roles.
74 percent of respondents said that they find peer conversations
or communities of practice to be the most helpful learning tool for managing change
Looking to the future, respondents see considerable potential for the role of artificial intelligence (AI) in change management – for example, in assessing organizational change readiness, or helping tailor communications. Practical experience of AI in change management is still limited, and concerns are real: about data privacy, ethical use, and above all, losing the human relationships that sit at the heart of meaningful change.
31 percent of respondents say they use AI tools regularly in change management
62 percent of respondents have ethical concerns about the use of AI in their work, or concerns about AI bias
Looking to the future
The survey findings point to a number of actions in relation to change management that change sponsors, change managers, and change practitioners in the UN system can take to maximize successful change outcomes in the future.
For change sponsors
Change sponsors lead and champion both organization-wide and project-specific change. They play a vital role in creating the conditions for successful change in the UN system. From the perspective of change management, this means:
1
Positioning change management as a strategic enabler of success, actively championing change management as a discipline, setting clear expectations, and investing in change management capability.
3
Strengthening the change ecosystem, including acknowledging the important contributions to successful change management made by stakeholders in functions such as human resources, information technology, and internal communications, alongside change management functions, and encouraging peer-to-peer learning at all levels.
5
Encouraging those managing and implementing change to explore opportunities for the responsible use of AI in change management, with the objective of accelerating the delivery of successful change outcomes.
2
Aligning and coordinating change management priorities, adopting a change portfolio management approach that ensures clear prioritization and focus, and reduces the risks of siloed working, duplication and inefficiencies.
4
Staying informed about the perspectives and experiences of stakeholders in the change ecosystem through regular engagement, active listening, and feedback dialogues on the enablers of and barriers to change.
For change managers and practitioners
Change managers and practitioners help translate the strategic intent of change sponsors into reality, leading on implementation and helping people understand, engage with, and adapt to change. In terms of change management, this means:
1
Providing strategic support for change sponsors regarding the value of change management – for instance by helping build the case for investment in change management capabilities, and providing data on the benefits of effective change management in terms of engagement, efficiency and risk reduction.
3
Building a close working relationship with change sponsors, sharing insights on implementation challenges and risks such as change saturation, and on possible solutions.
5
Participating in peer-to-peer learning to support collective capacity and a consistent approach to change management.
2
Maintaining awareness of the organization’s strategic priorities and plans, and contributing ideas on how effective change management can help translate strategy into practical change initiatives.
4
Contributing to organizational change maturity and agility by using change management tools, a change portfolio management approach, and frameworks and metrics to measure progress.
6
Exploring the responsible and ethical use of AI to gather and interpret data – for instance, on change readiness, and staff engagement and communications – and translate the findings into actions for successful change.