#FUTURE · LinkedIn post · English translation
Why transformations do not fail because of the strategy
The strategy was right.
Yet the implementation still failed.
I saw this first-hand at a mechanical engineering company with 750 employees.
The executive team had developed a sound plan in a workshop: a new structure, clear priorities, compelling arguments. Everything was in place.
Only one group was missing from the room: the heads of department.
They learned about the new organisational structure that was supposed to enable the new strategy through the intranet — on the same day as everyone else.
The result:
six weeks at a standstill. Not because of resistance, but because of uncertainty.
Nobody in the second management tier knew what the new structure meant for their own role — so nobody changed anything.
Things only started moving when we involved the heads of department afterwards — their own workshops, their own questions, their own responsibility for translating the change for their teams.
From 0 to 80 per cent milestone achievement in one quarter.
The strategy had been right all along.
The mistake: the heads of department were treated as recipients.
In fact, they were the translators of change.
Where in your organisation does senior leadership officially make the decisions — and where does middle management actually decide whether anything happens at all?
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