The organisation isn’t moving at the same speed as the ambition.

The organisation isn’t moving at the same speed as the ambition.

Because in many transformations, the ambition isn’t the problem:
The strategy is there, the technology has been selected, the roadmap looks convincing. the destination has been agreed…

And yet, something isn’t moving.
Adoption is slower than expected.
Teams keep working in silos(despite the plethora of connects🫠).

Middle managers are squeezed between the ambition from above and the reality of their teams.

Digital confidence varies enormously.

Calendars fill up with meetings, while decisions and real movement somehow seem to slow down.
And people start calling it resistance. And sometimes it is.
But often, I think we’re simply looking at the space between transformation as designed and transformation as lived.

What does this change actually mean on a Tuesday morning?

What will I do differently?
What do I need to stop doing?
Do I have the skills and confidence to work this way?
Does my manager understand it well enough to help me?
And do the systems, processes and incentives around me actually allow me to change?

That’s the part of transformation I find endlessly interesting, because an organisation doesn’t transform when the strategy says it should.

It transforms when everyday reality starts to change.

And for me, that’s the gap we should be paying much more attention to.