10 barriers to transformation

Over 60% of Transformations Fail

Large technology projects are often described as transformation projects. These projects significantly change the way organisations conduct their business and how work gets done. Unfortunately, the reality is that the success rate of transformations is less than 40%. Why do so many transformations fail? There are many common barriers to success. Many organisations have learnt to overcome these barriers and improve their success rates. In this article we discuss the top ten barriers to transformation and strategies organisations have used to overcome them.

Barrier 1: Why Change?

Change is uncomfortable. Change threatens our role, routines, work-practices, relationships, and sense of control. Our instinctive reaction is that of resistance. Organisations compound this by not having a clear change rationale or vision for the future. When the vision is unclear, people are not sure how to interpret a change in direction. No one will “join you on the bus” unless they understand why transformation is necessary. Leaders of successful transformations can tell a compelling story that describes why change is necessary, what the future will look like, and what the journey will involve. A good vision of the future has to be realistic and attainable. This vision has to be supported by clearly defined 1-2 year stretch goals and must outline the steps intended to achieve these goals.

Barrier 2: Lack of Leadership

When the top leadership team is not seen to be actively championing the transformation, the rest of the organisation assumes (correctly) that this is just another initiative. As a result, the urgency for the need to change diminishes. Sponsorship is more than just attending the kick-off and occasionally sending memos or emails about the transformation. When there is a track record of poorly implemented endeavours, people tend to not expect much when new changes are announced. Visible and strong sponsorship promotes a feeling that things are different this time. A strong sponsor will visibly support you execute change and support you when roadblocks hamper the process. S/he needs to continually offer insight and guidance to keep things moving. S/he will offer ideas to resolve issues and broker solutions when needed.

Barrier 3: We Do It Our Own Way

In transformations, while there is agreement about the vision, each leader acts independently to achieve the vision. Leaders undervalue the need for interdependence. When interdependence is not recognised between key players or groups, change in one area will often cause resistance in another area.

Interdependence requires all parts of the organisation to act collectively to achieve common goals. Each leader must support the success of others. Leaders must accept that sometimes decisions that are good for the whole can be bad for their unit.

Lack of effective leadership also manifests as lack of middle-management support.  When mid-level managers are not enrolled in the change process and lack a sense of involvement and ownership, they resist collective action.