A new global study from Emergn, the consulting firm focused on transforming the way people and companies work, has highlighted a worrying contradiction in modern business: while organisational transformation is considered essential for survival, the way it is being implemented is exhausting the very employees expected to deliver it.

Titled The Global Intelligent Delusion, the research surveyed 751 organisations worldwide and reveals a workforce under increasing strain. Employees report feeling tired, confused, and frustrated by constant change that often lacks clarity and direction.

“Too many companies are mistaking activity for progress,” said Alex Adamopoulos, CEO of Emergn.

“Transformation isn’t supposed to break people – it’s supposed to build capability. But right now, we’re seeing the opposite. This is no longer just a leadership issue – it’s a business model problem.”

The report found that 82% of respondents view transformation as necessary to stay competitive, up from 70% the previous year. However, the human cost is high: 50% report experiencing transformation fatigue, 44% say the pace of change is too frequent, and 45% have suffered burnout as a result. More than a third of employees (36%) indicated they might consider leaving their roles because of relentless upheaval.

AI projects appear to be intensifying the problem. Over half of those surveyed (55%) said AI-driven initiatives are accelerating transformation fatigue. Adamopoulos explained, “Organisations are pushing hard to adopt new technologies without building the human readiness to sustain them. This isn’t digital transformation – it’s digital exhaustion.”

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The study also identified a breakdown in communication and support. Nearly a third of employees (31%) feel uninformed about transformation goals, 42% reported insufficient training during change initiatives, and 41% believe leadership errors contributed directly to failure.

External consultancies were cited by 37% as adding complexity without providing clarity, illustrating a growing trust gap and the perception that transformation is being imposed rather than co-created.

There’s no glory in a successful initiative that leaves your team drained, disillusioned, or looking for the exit,” said Adamopoulos.

“If change is constant, then capability-building, communication, and clarity must be constant too. Otherwise, all you’re doing is rebranding burnout.”