In this episode of The Thrivecast, host Jason Blumer interviews change management expert Alice Grey Harrison, who brings 25 years of experience managing transformation in large professional service firms. Alice Grey opens with a fundamental insight: whether you're working with 25 people or 20,000 people, change challenges remain the same because "we're people." She debunks the stereotype that accountants are uniquely change-resistant, explaining that humans naturally resist change regardless of profession. The conversation explores how change is non-linear, more like a spiral than a straight line, often involving unexpected setbacks that require strategic pivots, as illustrated through her real-world examples including complex software implementations.

Alice introduces two key frameworks that drive successful change management. First, she discusses Change Response Styles—a scientifically validated diagnostic tool that identifies four main styles: secure, preoccupied, dismissive, and fearful. Understanding these different approaches helps leaders guide teams more effectively through transitions. Second, she emphasizes the critical importance of communication through her "content compass" concept, ensuring all leaders use identical language when discussing change initiatives. As she quotes George Bernard Shaw: "The single biggest problem with communication is the illusion that it has taken place." For smaller firms, Alice Grey provides a practical framework anchored in mission, vision, and values, including creating clear "why" statements, demonstrating success through behavioral changes, and assigning dedicated project managers.

Looking ahead to the Deeper Weekend, https://thriveal.com/deeper-weekend/, conference in October, Alice Grey will present two sessions on change management, including hands-on experience with the change response style assessment and practical implementation strategies. She illustrates how even seemingly simple changes like software updates actually represent fundamental cultural shifts, transforming organizations from "follow the leader" cultures to ones requiring independent problem-solving.

About the guest:

Alice Grey Harrison shapes organizational narratives across professional services, bringing over 25 years of strategic wisdom to firms navigating critical transitions. Her expertise centers on three transformative dimensions: cultural integration through complex mergers, change management that transcends resistance, and strategic communication that unlocks performance. With 16+ merger integrations in her portfolio, Alice doesn't just manage change—she orchestrates it with remarkable intuition, helping firms discover their highest expression while honoring their foundational strengths. Her work has earned recognition from the Association for Accounting Marketing and Ragan Communications, reflecting her ability to transform theoretical frameworks into lived organizational experiences. As a national speaker and thought leader, Alice approaches each engagement with profound questions that invite discovery, meeting organizations precisely where they are in their evolutionary journey and creating pathways that align purpose with performance. Alice Grey can be reached on LinkedIn under Alice Grey Harrison and through her website https://www.aghconsultinggroup.com/ where she shares bi-monthly insights on change management for professional service firms.

Alan Whitman challenges firm leaders to embrace uncomfortable questions as catalysts for organizational transformation. His central thesis: we are already advisors, trapped not by capability but by inherited paradigms that no longer serve our evolving purpose.
Jason and Alan discuss how advisory and compliance were once integrated, but now we've artificially separated them. Modern firms must position traditional services as support structures for advisory work, not the primary focus. This requires asking: "Is this really our highest and best use to the organization?"

Some specific reflection points from this episode are how many leaders are actively questioning their status quo versus simply going through the motions? The "ShoShin" approach—embracing beginner's mind when facing major changes—demands we start from scratch rather than incrementally adjust failing systems. Begin with uncomfortable questions that challenge existing assumptions. Evaluate whether you're accumulating clients or strategically building practice. Assess which non-negotiables could most transform your firm's trajectory.

As a reminder, transformation is not about perfection, but about courageous, intentional movement toward our highest organizational potential. We are architects of possibility, constantly redesigning our structures to align with our evolving vision of what professional services can become.