The Problem Isn’t Knowledge
Most people who want to change industries get stuck at a similar point: “I don’t have enough knowledge.” They earn a certification or complete an online course, but they’re still in the same place.
Herminia Ibarra researched career transitions at INSEAD and found that the biggest obstacle to changing industries isn’t technical knowledge, but identity (Working Identity, 2003). Transitions made without changing the feeling of “I belong in this industry” either don’t happen at all or are only temporary.
Letting go of your current identity and moving forward in uncertainty with a new identity that hasn’t yet taken shape—this is far more difficult than acquiring knowledge.
Identity Is Shaped by Action
A common mistake: trying to answer the question “Who do I want to be in the new industry?” first, and then taking action. Ibarra’s findings reverse this order.
Identity is shaped not through reflection, but through action. Taking on small projects in the new sector, talking to people in that field, and experimenting—these are what build identity. The answer to the question “Does this suit me?” comes not from thinking, but from doing.
The “plan first, then act” logic works in reverse here.
When Transferable Skills Are Invisible
Transferable skills are a critical bridge when changing industries. But most people don’t see these skills. That’s because they’re so ingrained that they seem like “everyone does this.”
A finance professional’s analytical thinking skills, a teacher’s ability to manage a classroom and communicate effectively, an engineer’s approach to system design—these are valuable assets when switching industries. But in their current field, they feel “ordinary.”
Making these skills visible is often only possible with the help of an outside perspective—a coach or a trusted network.
Bridge Experiences
William Bridges’ transition model also applies to career transitions (Transitions, 1980). Leaving small footprints in the new industry before fully exiting the old one—through freelance projects, volunteer work, or partial transition roles—makes the neutral zone more manageable.
This “gradual transition” is not a weakness; it’s a strategic tool that creates space for an identity shift. Most people changing industries use this interim period to test whether their new identity actually works.
Understanding How It Feels
A question from Ibarra serves as a reliable tool in this process: “Who are you when you’re working in the new industry? Is it different from who you are in your current role?”
The answer to this question tests identity alignment. A response like “more vibrant, more curious, more like myself” indicates the transition is heading in the right direction. A response like “out of place, performative, forced” suggests either that the transition is heading in the wrong direction or that more experimentation is needed.
“You don’t have to know who you want to be first. Take action—your identity will follow.” > Herminia Ibarra, Working Identity, 2003
Cevvela’s Perspective
- The biggest obstacle to a career change isn’t technical knowledge; it’s letting go of your current identity and moving forward into the unknown with a new one (Ibarra, 2003).
- Identity is shaped by action, not reflection; the “plan first, then act” sequence doesn’t work for career changes.
- Transferable skills are often invisible; clarifying these skills through an outside perspective accelerates the transition.
- Bridge experiences—freelancing, volunteering, partial transitions—make the neutral zone manageable (Bridges, 1980).
- Coaching can be used in this process to create space for identity transition, make transferable skills visible, and design bridge experiences.
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