Building change resilience in financial services

Resilience isn’t just a buzzword in the financial services world – but a must-have for survival and growth. Most transformations in financial services fail or deliver mixed results – not because the strategy is wrong, but because organisations aren’t built to adapt. In fact, our latest research found that only 25% of financial services organisations are truly ‘leading’ in transformation, while 75% are lagging or stuck in the middle. 

Financial institutions are up against a perform storm. Our latest research reveals that financial leaders are being pulled in every direction: 28% cite regulatory or compliance risks as a top concern, 28% highlight economic uncertainty, and 29% are focused on workforce readiness and strategic planning. 

To navigate this landscape, you need robust change resilience. It’s about adapting, recovering and thriving no matter what comes your way. The key? A growth mindset. That means seeing change as a chance to learn, grow and get better. Think: “I can always learn more”, “challenges are opportunities” and “failure helps me develop”. 

FIVE WAYS TO REFRAME CHANGE WITH A GROWTH MINDSET

1.  Embrace challenges

In Financial Services, regulatory landscapes shift frequently, whether it’s updates to consumer duty, ESG reporting, or digital asset compliance. This shifting landscape is an opportunity to grow, and can significantly impact your approach to problem-solving and innovation. 

Set small, measurable learning goals. Break big problems into more manageable tasks and set specific, achievable goals related to the challenge at hand.  

Reflect on what you’ve learnt along the way, identify areas for improvement and set new goals based on these. 

2. Open up the conversation  

Financial Services is constantly evolving, whether through digital transformation, mergers, or shifts in customer expectations. Talk about how change makes you feel with colleagues you trust, and always take action based on feedback. Our research shows that 99% of leading organisations monitor employee engagement during transformation, compared to just 54% of laggards, and those who act on feedback are twice as likely to achieve smooth outcomes. 

Create a safe, judgement-free space. Start with the conversation, listen with empathy and finish with clear, actionable steps.  

Be proactive and initiate the conversation. Don’t wait for others to start the conversation – take the initiative to discuss how change is affecting you. 

3. Challenge limiting beliefs 

In Financial Services, risk is often seen as something to avoid but it can also be a source of opportunity and innovation. Notice negative thoughts that hold you back. Ask yourself: “Is this really true?”. Replace them with positive, challenger thoughts, and act on these.  

Create positive affirmations, keep them visible and start with small actions that align with these new beliefs. 

4. Stay curious 

In Financial Services, change is constant, whether it’s evolving customer expectations, fintech disruption, or new regulatory frameworks. Treat change as a learning opportunity. Approach it with an open mind and willingness to learn. Ask questions, seek out new perspectives from diverse groups and experiment with fresh ideas. 

Don’t be afraid to try, fail and try again. Remember that when ideas don’t work out, it’s not a sign of failure. Curiosity turns uncertainty into innovation.  

5. Be driven by purpose 

In Financial Services, change often comes fast through new regulations, evolving customer needs, or digital transformation. Keep your eyes on the bigger picture. Make sure everyone understands the ‘why’ behind the change and their role in it.  

Empower your teams, give them ownership, and lead by example. Clear value brings stability and direction, even in turbulent times.  

Building resilience isn’t just a nice-to-have. It’s a strategic imperative for financial services.  

The data is clear: only a quarter of organisations are truly leading in transformation. The message for leaders is simple: resilience is built, not wished for. It’s about making deliberate choices, focusing on what matters, and creating the conditions for your teams to adapt and perform.

In an industry defined by disruption, that’s how you move from surviving to leading.