It’s been a little while since I last shared a blog here. If you’ve been wondering why, the short answer is: I’ve been busy leading one of the most complex transformations of my career. More on that in the months ahead. It’s stretching me in new ways. Reminding me that no two transformations are ever the same, and giving me plenty of lessons I’ll be unpacking with you here.
Over the years, I’ve delivered and governed many large-scale programs. But this one stands out as it's as unique as it is complex. Not because of its size. Because of all the moving parts. Three dozen stakeholder groups internally and externally. Regulatory overlays and new structures are being set up in parallel. It’s the kind of environment where one missed detail could ripple far beyond the program itself.
Meanwhile, life hasn’t slowed down one bit. I’ve been running around after a very energetic toddler. Continuing my commitments as a Beyond Blue Ambassador, I am contributing to several projects. Planning the fifth annual TPL Global Conference. Diving into research in the tech space, and welcoming a new intern from Denmark into the AMO team.
From this program so far, three lessons stand out:
Lesson 1: Complexity multiplies with stakeholders
When you have dozens of groups with different incentives and responsibilities, alignment isn’t optional, it’s survival.
To tackle this, I put in place very deliberate ways of working. We aligned early on how we would communicate. How we would hold each other accountable. How information is captured, stored, and shared. Then, translating the information between the program team, third parties, and internal stakeholders. These agreements became our foundation. Keeping everyone anchored even when the pace picked up and the pressure mounted.
“Everything is simple in theory, but the moment you add people, it gets complicated.” - Harold Geneen
Lesson 2: Governance and delivery need different muscles
I’ve always held firm to the belief that governance and delivery should not be blurred. But when you’re operating with a lean team and your sponsor controls the budget. The reality is that delivery usually comes first (and governance second).
In this case, I had to adapt. I broke my own cardinal rule. But I did it intentionally. Drawing on my background in PMO and governance. I built channels that embedded accountability and transparency into the delivery flow itself. Instead of “heavy” oversight, we created lighter governance mechanisms. That still kept the program on track while freeing up the team to focus on execution. It was about governance that enabled delivery, not governance that slowed it down.
“Governance that enables delivery is powerful; governance that slows it down is a liability.”
Lesson 3: Meet stakeholders where they are
Operational teams and external groups are among the most valuable players in any transformation. But they’re often the least supported (in terms of training or project exposure). On top of that, there are regulators, executives, and board members, all with different priorities and expectations.
In an environment with so many different priorities. I had to be deliberate about how expectations were set and relationships managed. Ensuring consistent communication across all groups, from operational teams to regulators. I worked to set clear expectations early: what I would communicate, when, and how. Then I followed through consistently.
For operational teams, this meant simplifying communication. I ran knowledge sessions to disseminate 'what they needed to know'. Or by making space for open Q&A. For others, it meant structured updates and alignment on requirements up front. Meeting people in their world, not expecting them to come into mine, made the difference.
“Only 30% of transformations succeed, and fatigue is one of the leading reasons for failure.” (McKinsey & Company, The State of Organizations 2023)
Despite the last few months being a blur, a personal moment tied it all together. A recent blood test revealed I was low in a few vitamins (nothing serious). But enough to explain some unusual fatigue. It struck me that transformations are the same: they can look fine on the surface but still be missing critical “nutrients.” Sometimes it’s alignment, sometimes it’s decision-making, sometimes it’s execution. If those are missing, fatigue sets in. (I’ll be sharing more on what I call the “Transformation Vitamins” in my next post.)
For now, what stands out most is how often transformation fatigue goes unrecognised. It’s real, it’s widespread, and it can quietly undermine even the best-designed program. These last few months have reminded me why I care so much about building capability that lasts. Capability that helps organisations deliver without burning people out.
Transformation is tough work, but it doesn’t have to leave people exhausted. Stay tuned for my next blog. I’ll share information about the “transformation vitamins” that keep change efforts healthy. Because like our bodies, programs can’t thrive if they’re missing the basics.
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