July 17, 2026 Every enterprise transformation dashboard highlights the exact same variables. Project timelines are tracked to the day. Software development sprints are marked as complete. Training session attendance sheets are signed, catalogued, and uploaded. The steering committee looks at a wall of green indicators and concludes the initiative is on track for a flawless…
July 7, 2026 Enterprise device refresh programmes are almost universally mismanaged as simple supply-chain exercises. The new laptops arrive, IT configures the master image, the legacy hardware is collected, and the project manager ticks the milestone as complete. What this linear process completely ignores is the psychological and operational reality of the professional on the…
July 6, 2026 Ask any corporate transformation team what data they are currently collecting, and they will proudly point to a dashboard full of survey response rates, training completion percentages, internal communication open rates, and stakeholder engagement scores. Now ask them a follow-up question: Does any of that data prove your people are actually ready…
July 3, 2026 There is a moment in every major transformation initiative when the project team breathes a collective sigh of relief. The project board dissolves. The change manager wraps up their engagement. The hypercare period ends. Leadership swiftly moves on to the next corporate priority. This moment usually happens at or shortly after the…
June 24, 2026 “Are we ready for this?” It is asked in almost every steering committee meeting before a major initiative goes live. And in almost every case, the answer is a version of yes, because the comms plan is done, the training is booked, and the project status report is green. That is not…
June 23, 2026 Kotter published his eight-step model in 1995. Lewin’s Unfreeze-Change-Refreeze framework is from the 1950s. ADKAR was formalised in the late nineties. These are the dominant frameworks still being applied to change in 2026. In 1995, a large organisation might run one or two significant change initiatives per year. The workforce had time…
