# Cisco CEO on Leading Through Organizational Change Chuck Robbins reflects on managing employee discomfort during transformation. - **Source:** [Inc.com](https://brifing.si/source/07cb1004-a796-47d7-9801-fc5c7388471d) - **Published:** 2026-09-21 - **Topic:** [Leadership](https://brifing.si/c/leadership) - **Original article:** - **On Brifing:** https://brifing.si/s/23f79ad1-0628-49ce-8427-84a5a6561340 ## Cisco's change management challenge Cisco CEO Chuck Robbins acknowledges the inherent discomfort employees face during organizational transformations. His tenure leading the Business Roundtable provided insights into resistance patterns across industries. Large-scale tech companies like Cisco often implement structural changes that disrupt established workflows. Employees typically experience uncertainty during these transitions, requiring careful leadership navigation. ## Business Roundtable leadership insights As former chair of the influential Business Roundtable, Robbins gained cross-industry perspective on change management. This role exposed him to diverse corporate transformation challenges beyond Cisco's specific context. The Roundtable serves as a forum for CEOs to discuss pressing business leadership issues, including workforce adaptation strategies during disruptive periods. ## Employee resistance dynamics Robbins highlights the natural human resistance to altered work paradigms. Employees develop comfort with existing systems and processes over time. When changes occur, especially in large tech corporations, they trigger instinctive protective responses. This phenomenon isn't unique to Cisco but reflects broader organizational behavior patterns in the technology sector. ## Executive communication strategies The CEO emphasizes transparent communication as critical during transitions. Leaders must articulate both the necessity of changes and their long-term benefits clearly. Without proper context, employees perceive changes as arbitrary rather than strategic. Robbins' approach involves maintaining open dialogue channels throughout implementation phases. ## Tech industry transformation pace Cisco operates in an industry where technological evolution demands constant adaptation. The company's workforce must regularly adjust to new tools, processes, and business models. This environment creates unique challenges compared to more stable industries. Robbins' comments reflect the accelerated change cycles characteristic of the tech sector. ## Leadership during uncertainty Robbins suggests executives must acknowledge discomfort while maintaining change momentum. Effective leaders balance empathy with decisiveness during transitions. They create psychological safety for employees to express concerns while keeping transformations on track. This dual approach helps organizations navigate the emotional aspects of structural changes. ## Organizational change metrics Successful transformations require measurable indicators beyond financial results. Employee engagement levels and adoption rates serve as critical success factors. Robbins implies that leaders should monitor these human dimensions closely. Neglecting them risks implementation failures despite sound strategic rationale. ## Future-proofing workforce resilience Robbins' perspective suggests building adaptive capacity before changes occur. Progressive organizations cultivate change-readiness as a core competency. This involves continuous learning cultures and flexible work structures. Such preparation reduces disruption when strategic pivots become necessary in dynamic markets. ## Sources covering this story - https://www.inc.com/stephanie-mehta/nothings-going-to-feel-good-now-for-employees-uncomfortable-with-change-says-cisco-ceo/91407814 — --- _Summary written by Brifing from the original reporting. Copyright in the original article belongs to its publisher; read the full piece at the link above._