Ørsted’s strategic transformation and renewable energy revolution: the art of timing, kairos and speed in change management

Purpose This paper aims to explore the pivotal role of timing, kairos and speed in managing large-scale organizational change. It uses Ørsted’s transition from fossil fuels to renewable energy as a strategic case study. Design/methodology/approach A longitudinal case method is applied, integrating data from corporate sources, interviews and secondary academic literature. The analysis is framed through the lens of change management theory, focusing on kairos, speed and employee engagement. Findings Ørsted’s transformation was driven by opportunistic timing aligned with external shocks: regulatory setbacks (2009), financial pressures (2012) and global climate discourse (2017). Strategic use of kairos enabled rapid internal mobilization, while structured talent development and employee engagement frameworks mitigated resistance. Collaboration with Ennova exemplified a data-driven approach to sustaining psychological contracts. Research limitations/implications Executives should consider kairos as a strategic resource when implementing disruptive change. Alignment of internal capabilities with external events enhances receptivity, speed and organizational coherence. Employee engagement monitoring and adaptive leadership are critical enablers. Originality/value The paper introduces kairos as a practical construct for HR and strategy professionals, showcasing how temporal intelligence can drive successful transformation.