Abstract
<jats:p>In the context of modern economic turbulence and high competition, changing the company’s development vector becomes an objective necessity. However, as research by McKinsey and Gartner shows, up to 72% of change projects fail precisely because of staff resistance, rather than due to strategic miscalculations. This article examines the phenomenon of transforming the motivation system as a key element in the successful implementation of a new strategy. The author analyzes what happens to employee motivation when a company changes its course, identifies the causes of organizational desynchronization, and proposes a comprehensive approach to minimizing resistance. Special attention is paid to tools for preserving the loyalty of key employees – bearers of critical competencies and corporate memory. The methodology is based on a synthesis of John Kotter’s classic change management model and modern practices of working with the psychological contract.</jats:p>