Creating Change Within Established Structures

It’s one thing to join an organization and plug into an existing team. It’s another thing entirely to build a new team within a company that already has years—sometimes decades—of structure, process, and “the way things are done.”

This kind of internal evolution is its own form of disruption. Quiet, steady, and often invisible from the outside—but powerful.

Disruption on the inside doesn’t come with a flashy launch or bold headline.

It looks like:

Convincing people to rethink long-standing habits.
Introducing new processes without undermining what already exists.
Asking teams to trust something new—when what they have feels familiar.

It takes patience, clarity, and a willingness to play the long game. But when done right, it doesn’t just create a better team—it changes how the entire organization works for the better.

The Hurdles: You’re Not Just Building a Team, You’re Rewiring a System

When you’re building something new, you’re not working in a vacuum. You’re operating in a living, breathing ecosystem that already has its own rules, roles, and rhythms.

Some of the biggest hurdles I’ve encountered:

Resistance to change. People are used to how things work, even if those systems are inefficient.
Unclear boundaries. Legacy roles may blur with the new team’s purpose, creating friction.
Lack of understanding. If your team’s function is new to the org, you’ll spend time explaining your “why” again and again.
Process gaps. The existing infrastructure may not support the way your team needs to operate.

None of these challenges are impossible. But they require persistence, diplomacy, and a clear vision to navigate.

The Process: Building Trust Before Process

When creating a new team inside an established org, you can’t expect immediate buy-in. Trust isn’t built with a slide deck. It’s built by showing up—consistently, clearly, and collaboratively.

Here’s what I’ve found works:

Start by Listening

Before rolling out your vision, take time to understand the landscape.

What’s working well in the current system?
Where do people feel friction or gaps?
What are teams worried about losing with this new structure?

Build Relationships Before You Build Frameworks

Earn credibility by showing you’re not there to tear everything down—you’re there to fill gaps, elevate the work, and support the business.

Establish the Team’s Value Proposition

Clarify:

What problems this new team is here to solve
How your work will integrate with existing teams
How you’ll make other people’s jobs easier, not harder

If people see your team as a partner—not a threat—you’re already halfway there.

Introduce Process Slowly and Strategically

Rolling out too much change at once can backfire. Prioritize the highest-impact improvements, pilot them, and iterate.

And don’t just document a process—model it. Be the team that follows through, communicates well, and adapts when needed.

The Patience: Change Happens in Phases, Not All at Once

You’ll want to see results fast. But change like this doesn’t happen overnight. Cultural shifts take time.

Expect that:

The first six months will feel like uphill work.
Not everyone will understand your team’s role at first.
You’ll need to explain (and re-explain) your purpose.

But keep going. The turning point comes when people start asking for your team’s input without you offering it first. That’s when you know the team is no longer “new”—it’s essential.

The Outcome: Real Impact with a Ripple Effect

When done right, building a team within an established structure doesn’t just improve the work—it creates a ripple effect across the organization.

You bring:

New energy and perspective to long-standing challenges
Improved collaboration across departments
Better processes that others start to adopt
A culture shift toward openness, innovation, and shared ownership

Disruption on the inside doesn’t shout. It earns trust, improves systems, and strengthens the foundation of the business.

Disruption on the Inside: Building a New Team Within an Established System