When I was studying, I worked part-time for the Defence Computer Service Bureau and encountered my first Knowledge Hoarder. My first full-time role was with a national charity, where I found half a dozen Knowledge Hoarders on my floor alone—including my direct boss.

You might wonder why I’m talking about knowledge hoarders when this post is about “The Change Train“. After 25 years in IT, I’ve witnessed more than my share of restructures. What I’ve observed in every single one is that the Knowledge Hoarders get worked out.

Sometimes it takes a couple of restructures to achieve their removal. Sometimes they’re brought back as contractors for six months while leadership figures out what they actually did. But they always get muscled out eventually, because the reality is that Knowledge Hoarders aren’t good for business.

This early experience helped solidify my approach to work. Instead of hoarding, I share and document everything I can. Partly because I’m a mix of lazy and motivated — I enjoy the work, I just don’t want to be the only one who can do it, and I never want to reinvent my own wheels. But more importantly, Knowledge Hoarders aren’t pleasant people, and I refuse to emulate behaviour I didn’t like experiencing.

When the Change Train Arrives

The real question is what to do when the Change Train pulls into your station. You have three broad options:

Option One: Try to stop it

This is stepping in front of the train. In some industries, you might organise a company-wide strike and force some negotiation. More likely, you’ll make yourself a target. The Change Train gets tweaked just enough to run you over and restructure you out.

Option Two: Refuse to Participate

This is complaining from the sidelines without taking action. You risk being left behind—arms folded at the station—while everyone else moves forward. Worse, your voice, area, or department won’t be defending its own interests in the business’s future, making you vulnerable to being restructured out.

Option Three: Get Involved

If you don’t attend the presentations, provide feedback on submissions, or understand what the change actually involves, you’re choosing to stay at the station. I’ve seen changes altered and staff positions preserved because people put forward solid arguments: “This won’t work for us, and here’s why,” backed up by colleagues who understood the issues.

But you need to understand what the change is. If your submission shows you haven’t bothered reading the restructure documents, why would they bother reading your thoughts?

The Simple Facts

• Businesses change, and they’ll do it repeatedly.
• The people leading the restructure want people on board—so get on board and make them happy to see you.
• No business wants to lose team players.
• If you’re a Knowledge Hoarder, polish up that CV

The Change Train is coming whether you like it or not.

“You can’t stop the Change Train. Stand in front of it and you get run over, stay on the station and you get left behind, but get on board and you can help shape where it stops and be part of the team that guides it to its final destination.”