We find that many organisations struggle to achieve the expected value from their strategic transformation initiatives. In the current climate there is more scrutiny over investment spend and there is a business requirement not only to ensure that investment is being prioritised to the right initiatives, but it is also delivering the expected ROI and value that the organisation needs. The reality on the ground is that delivering successful business transformation is not easy, every organisation is different, and it takes a disciplined approach to ensure that success metrics are realised.
A clear vision and high-level goals are essential and need to be clearly communicated across the organisation. The Human Factor cannot be underestimated, change fatigue, resistance, and lack of buy-in from staff are common. People aren’t just ‘resources’ -they’re critical enablers of transformation.
We find there is often a lack of a Coherent Execution Framework where strategy may become disconnected from delivery, without a disciplined framework to track execution, measure impact, and adjust quickly it is almost impossible to drive the expected ROI. There can be an over emphasis on technology or structure focusing attention on specific systems or org charts and neglecting the attention that is required in operating models, capability-building, or culture. We find that structural or system changes alone will rarely unlock the full strategic value. A more holistic approach is required to optimise the value from the investment.
As we move into delivery, we see that focus shifts to measure the inputs, budget spent, systems implemented rather than outcomes, the efficiency gains, stakeholder impact and customer value. Leadership alignment is critical, competing executive priorities can derail focus and ownership. Being clear top down on the “Why” is critical so we don’t lose sight of the North Star, giving the confidence to adapt midstream if required. Sticking to rigid plans that don’t evolve with new information or external conditions can be costly.
As an executive leader what do you need to set your organisation up for success?
Too often we see transformations begin with speed, not strategy. A well-intentioned executive champions a program. There’s urgency. There’s momentum. But there isn’t always alignment. It’s assumed rather than assured. As Marcela Ugaz, transformation specialist and partner at Org Advisory, aptly noted during a roundtable session: “It’s not that executives and the board don’t want to be aligned – we just haven’t spent the time to get them aligned.”
This framework distils the key steps every organisation should follow to maximise the strategic benefits of transformation – whether your focus is digital modernisation, operational improvement, or business model evolution.
1. Start with alignment, not assumptions
Misalignment among executives can lead to significant challenges. It is not uncommon for executives to be eager to start a transformation without taking the time to align their goals and strategies. This can result in a lack of support and sponsorship, which are essential for the long-term success of the transformation
Without a shared understanding of the “why,” the “what,” and the intended outcomes of a transformation, cracks start to form before a single line of code is touched. True alignment is foundational. It ensures:
- Shared strategic intent
- Unified ownership and sponsorship
- Clear financial commitments and scope prioritisation; and
- Resilient decision-making frameworks
Executives don’t need to agree on every detail, but they must agree on the outcomes – and understand how transformation serves the broader business strategy. This means defining upfront how decisions will be made, who owns which choices, and what success looks like at every phase.
2. Commit to the human work of Phase Zero
Phase Zero is where the magic happens. It is where healthy debates take place, trade-offs are discussed, and decision rights are clarified. It’s where a decision planner can be invaluable, mapping out the cadence and ownership of every critical choice over the first 10-12 weeks.
Most executives are experts in running businesses, not in transforming them. And that’s okay. But they must be educated and engaged. Transformation is not a spectator sport. It requires skin in the game.
Common pitfalls of misalignment
Across many programs, we see the same traps appear:
- Over-reliance on technology owners: CIOs enable the business, but do not run it. Leaving decisions solely to IT can result in missed business value.
- Lack of clear governance: Real governance involves the CIO, CFO, P&L owners, and strategic leads.
- Weak vendor partnerships: Selecting a vendor based on credentials alone, without considering values, ways of working, and cultural fit, is a recipe for blame-shifting.
- Misplaced metrics: Overpromising ROI or assuming transformation alone will drive sales can backfire. Be realistic.
3. Focus on value, not just cost
Technology transformations aren’t always cheaper. In fact, modern platforms can be more expensive than legacy systems. But the goal isn’t to slash headcount or cost, it’s to enable the future of the business and support the next phase of growth.
That means identifying the assumptions underpinning the business case, validating them, and having the courage to cut non-critical features when budgets tighten. It means understanding that integration, data quality, and process design are the silent killers or enablers of success.
When budgets tighten, companies often reach for the fastest-appearing levers:
- Reduce headcount
- Cut external spend
- Restructure teams
But the true, compounding costs of transformation are often hidden:
- Defects
- Rework
- Poor quality embedded early
- Ineffective decision-making
A defect caught in production can cost up to 100 times more to fix than one caught at the design stage. Rework can drain 30% or more of program budgets. Developers often spend 40–50% of their time addressing avoidable issues – not delivering new value.
Genuine cost reduction doesn’t come from cutting people first. It comes from:
- Getting it right the first time
- Embedding quality at every stage
- Tackling root causes, not just symptoms
- Designing systems to minimise failure, not just cost
Shifting the focus from visible headcount cuts to hidden value leaks is critical for long-term success.
4. Design with discipline
Before customising, ask the critical question: “Is this difference fundamental to how we create value?”
Too often, organisations customise standard processes – not because it’s necessary, but because it’s familiar. The result? Added cost, unnecessary complexity, and painful upgrade paths.
Save customisation for your unique value-generating activities and ensure a design authority is in place to review all decisions holistically – including organisational implications. Smart design is not just about what’s possible, but what’s practical, valuable, and sustainable.
5. Deliver in iterative, measurable stages
A structured transformation roadmap moves through four key stages:
- Advisory: Clarify the why, align leadership, build the business case
- Design: Map current and future states; prioritise business-led, not tech-led solutions
- Delivery: Execute iteratively (think MVPs) to deliver value early, build confidence, and avoid burnout
- Support & continuous improvement: Transformation doesn’t end at go-live; real success comes from embedding continuous learning and adaptation
This phased approach allows organisations to make phased investments, validate assumptions, and adjust course as needed.
6. Leverage independent guidance to stay grounded
One recurring theme in transformations gone wrong? A lack of objective guidance. As Marcela noted, “We often don’t get the right advice at the beginning.”
- Independent advisors play a vital role in:
- Mediating between internal teams and vendors
- Representing the interests of the entire entity
- Keeping governance honest and decision-making grounded
7. Be real, be ready
Spending too early, underestimating data complexity, or treating the transformation as a purely technical exercise are common missteps. So too is the overuse of part-time resources or failing to backfill roles, putting BAU and transformation in constant conflict.
It’s also easy to fall into the trap of misinformation. Big announcements, bold brochures, and change slogans before anything has been validated can damage credibility. Be honest. Be measured. Be human.
Setting the stage for sustainable success
Your transformation isn’t just about technology, process, or cost. It’s about setting up your organisation for long-term success by:
- Aligning leaders around a shared purpose
- Investing in education and robust debate
- Embedding real governance and empowered decision-making
- Focusing on business value, not just cost
- Staying honest about what success looks like – and how to get there
Because at the end of the day, the solution to every transformation challenge starts with a human conversation.
More Human Please.
Written By
Louise Langridge
Regional Managing Director
