W. Edwards Deming’s 14th Point of Management, “Put everybody in the company to work to accomplish the transformation,” emphasizes that real, meaningful change can’t happen in silos. Whether it’s improving processes, shifting company culture, or redefining goals, genuine change requires the involvement of everyone, from top decision-makers to frontline staff. This kind of comprehensive shift goes beyond surface-level adjustments and reshapes how the entire organization functions. While it may seem obvious that full participation is needed, it’s often overlooked, creating friction that can slow down progress and derail the effort.
When change is underway, try to ensure that every person in your organization feels empowered to contribute. Otherwise, you risk missing out on valuable insights and undermining the success of your transformation efforts.
The Value of Getting Everyone Involved
It’s easy to assume that some departments don’t need to be involved in larger changes. Why, for example, would the shipping and receiving team need to take part in process development? Amtech CEO Jay Patel, explains how this thinking is short-sighted. “Everybody has value. Everybody has creativity they want to share.” Ignoring the contributions of certain teams can limit your company’s ability to innovate and solve problems.
Excluding people from the transformation process can also create friction. When individuals aren’t engaged, they’re less likely to buy into changes, which can lead to division and inefficiency. If someone feels left out, it’s only a matter of time before others begin disengaging, leading to competing priorities and a lack of cohesion.
Practical Ways to Involve Everyone in Transformation
1. Encourage Collaboration Across Departments
To break down silos, create opportunities for employees across different departments to work together. Each team has unique insights that can contribute to the bigger picture. You create an environment where all voices are valued by facilitating cross-departmental discussions—whether through regular team meetings, workshops, or collaborative problem-solving. As Jay pointed out, “Getting everybody involved…de-risks the process of making poor decisions.”
2. Build a Shared Vision
A successful transformation starts with a clear, long-term vision that everyone can understand and rally around. Without this, people may feel disconnected from the company’s goals or unsure of their role in the process. Break down your overall vision into smaller, actionable steps each department can contribute to so everyone knows how their work aligns with the organization’s goals.
3. Set Measurable Goals and Use Feedback
Change isn’t just about vision—it needs to be measurable – if you can’t measure it, you can’t manage it. Set clear goals and key performance indicators (KPIs) to track progress. Regular feedback loops allow your teams to reflect on their performance and make course corrections when needed, ensuring everyone stays aligned with the long-term goals.
4. Empower Employees to Share Ideas
Employees should feel encouraged to take ownership of improvements and share their ideas. Create an atmosphere where everyone is free to speak up without worrying their input will be dismissed. Jay says, “Unless you’re willing to listen, it takes the joy out of the day-to-day.” By giving people room to innovate, you can unlock creative solutions and strengthen engagement across the board.
The Risks of Leaving People Out
When certain teams or employees are left out of the transformation process, it doesn’t just slow progress but actively undermines it. Those who feel ignored are likely to disengage, leading to inefficiencies and even creating competing cultures within the organization. As soon as some people check out, others tend to follow, which can derail your efforts.
There’s also a real risk of poor decision-making when key insights from employees aren’t considered. “As soon as one person is left behind…that gives liberty to others not to row in the same direction,” Jay warns. Failing to include everyone can lead to divisions that slow progress and make achieving your goals harder.
How to Lead a Transformation
Executives and decision-makers are crucial in embedding Deming’s 14th point into your company culture. Transformation begins with long-term thinking, and you must set an example by considering the bigger picture. But it’s not just about setting high-level goals—you need to communicate that vision clearly and consistently to ensure everyone knows their role and is working toward the same objectives.
Trust and engagement are also key. Being open to feedback, demonstrating humility, and empowering employees to take initiative are all part of what makes a successful transformation. “Leadership starts with understanding that this is bigger than myself,” Jay said. Listening to employees and adapting based on their feedback will help ensure the changes are sustainable.
Leaving No One Behind
Transformation is a team effort. Deming’s 14th point reminds us that everyone must be involved if you want lasting success. By creating clear goals, encouraging collaboration, and building a culture where all employees feel valued, you’llbe better equipped to navigate change and stay aligned with your long-term vision.
If you commit to involving everyone, you’ll reduce risks and unlock your team’s full potential. It’s about creating an environment where every employee feels empowered to contribute and is part of your company’s success. As Jay noted,“Getting everybody involved is critical to achieving anything, let alone change and transformation.”
Whether you’re working on small improvements or large-scale transformation, putting everyone to work ensures that you’re not just adapting—you’re thriving.