Written by: Geert Letens (Founding Partner of LQ and co-author of Six Batteries of Change)
Based on research across 18 business units in a global energy provider, this article reveals:
Picture this: You are sponsoring or leading a strategically important transformation project. What started as a six-month project has quietly stretched into its second year. Deadlines have come and gone, enthusiasm has faded, and frustration hangs thick in the air. Leaders question why their change initiatives keep stalling, while employees feel trapped in a cycle of uncertainty, wondering if anything will ever really change.
This is not uncommon.
In large organisations, transformation efforts often take longer than planned, frustrating both leadership and employees. We typically assume delays are due to lack of effort, clarity, or resources. But what if the real culprit is hiding in plain sight?
We typically assume delays are due to lack of effort, clarity, or resources. But what if the real culprit is hiding in plain sight?
Consulting is not an opinion. So, to find real answers, we conducted an in-depth analysis of 18 business units within one organisation. A global energy provider. We wanted to understand what separates change initiatives that successfully deliver on time from those that fall flat.
The biggest takeaway: timing truly is everything. Projects that overrun their initial timelines face greater resistance and lower satisfaction levels
“Projects that overrun their initial timelines face greater resistance and lower satisfaction levels.”
So, what’s causing these delays? The research identified twelve key factors, divided into two categories:
Are you ready? Let’s dive in.
A compelling transformation story can get people on board, but the real test begins when the work starts. What happens after the kick-off meeting? How does a brilliant idea become reality without losing steam? That’s where your project team comes in.
From how you gather data to how you maintain momentum, these six levers can make or break the journey. They may not always be glamorous, but they are absolutely essential – and they deserve a central place in every project manager’s toolkit. In fact, these are exactly the kinds of capabilities we should be developing in our project leaders from day one.
1. Data is king: When the pressure’s on, it’s tempting to move fast and skip the groundwork – especially when it comes to collecting data. But here’s the thing: making decisions based on guesswork almost always leads to costly delays down the line. Reliable data gives your project a solid foundation, so you’re not stuck patching up problems mid-flight. Slow down to speed up!
2. Test solutions through pilot projects: Think of pilot projects as your safety net. They help you spot what works, and what doesn’t, before implementing a big transformation across the business. Skipping this step might seem efficient, but it usually ends in chaos. A little testing up front can save you from a lot of frustrations and drama, as well as a lot of clean-ups on the back end.
3. Account for complexity: The more moving parts there are, the longer it takes to implement change. If you’re operating in a complex environment – multiple regions, legacy systems, lots of stakeholders – don’t expect a one-size-fits-all timeline. Build in iterations to learn from it. Complexity isn’t the enemy, underestimating it is.
4. Maintain a steady rhythm: Momentum doesn’t create itself. Without regular rituals (check-ins, reviews, sprints), energy fades and priorities slip. Keeping a steady rhythm helps the team stay focused, to spot issues early, and celebrate small wins along the way.
5. Plan for migration & mitigate risks: Every change comes with risk. System migrations, new tools, shifting behaviours: they all carry the potential to derail progress. That’s why proactive risk management is so important. Think through what could go wrong and how to respond to it.
6. Standardise and document your processes: When things get messy, a clear process is your anchor. Standard operating procedures may not sound exciting, but they bring structure, clarity, and consistency – especially in fast-moving change environments. They make it easier for people to follow along, stay aligned, and get things right the first time.
Well, you can – but nothing really happens. The same applies here: even the best-run projects can stumble if the wider organisation isn’t set up to support them. Behind every successful change initiative is a context that either fuels momentum, or quietly drains it. These six factors reflect the organisation’s role in making change happen in a timely manner.
7. Minimise internal politics: Miscommunication, slow decisions, power plays behind the scenes – it all adds friction. Internal politics is a silent time killer. Building trust and cohesion at the top isn’t just nice to have, it’s essential fuel for change.
8. Secure a clear mandate: Project teams can only move as fast as the support they have. Without a clear mandate or backing from leadership and key shareholders, decisions stall and momentum fades. If you want teams to deliver, give them the green light – and remove the red tape.
9. Align project goals with business strategy: When a project clearly links to your strategic goals, it gets attention. It gets resources. It gets done. But if the connection is fuzzy, don’t be surprised if it drops of the priority list. Make the strategic relevance obvious – so everyone understands why it matters.
10. Defining what NOT to do: A focused strategy is just as much about what you won’t do as what you will. When organisations try to be everything to everyone, they dilute their energy. Be clear about the boundaries of your offerings. Say no with confidence. That’s how you make space for what truly moves the needle.
11. Prioritise — don’t overload: The more projects you run at once, the slower they move forward. Spreading your resources too thin creates bottlenecks and burnouts. Smart pipeline management isn’t about doing more – it’s about choosing what matters most and doing it well.
12. Communicate with clarity: People resist what they don’t understand. Be clear from the start about what will change, why it matters, and when it’s happening. When people understand the plan, they’re more likely to get behind it and stay on board.
While these 12 factors were identified in a specific corporate setting, they hold valuable lessons for any organisation undergoing change. That said, no two companies are alike. What works for one may not apply to another.
That’s why a one-size-fits-all approach won’t cut it. By examining the dynamics within your own organisation or business group, you can pinpoint the exact obstacles slowing down your change initiatives – and develop a strategy to overcome them.
Don’t know how? Let’s talk. 🚀
About the writer: Geert Letens
Geert blends deep academic expertise with hands-on experience in complex transformations. He is the co-author of Six Batteries of Change, and his ongoing research helps global organisations improve change success by aligning strategy, structure, and people. With more than two decades of experience advising Fortune Global 500 companies, Geert brings clarity, rigour, and energy to every change journey – making him a trusted voice in the field of organisational development and transformation.
