Abstract
When challenges and opportunities are presented, ICAs are expected to implement and manage operational changes as required. However, lack of scholarly studies and significant gaps in literature on core competencies of ICAs and boundary shakers, motivates us to explore these further, in today’s rapidly changing business environments. We use Insider Action Research (IAR) framework to explore the perceived impacts of boundary shaking practices and to identify core competencies required to lead and manage change projects. Using the case study method, we assessed the various procedural, operational, and behavioural changes undertaken at a large private hospital in Sri Lanka. Our findings shed light on the critical role of ICAs and in understanding how they can advance in their role as ‘drivers of change’ within organisations. The implications from our study can equip organisations with the knowledge and skills required to successfully achieve their business goals and become more sustainable.