Last week, I sat down with a managing director. His change programme has been running for 18 months. Budget burned. Team exhausted. Result: zero.

Last week, I sat down with a managing director. His change programme has been running for 18 months. Budget burned. Team exhausted. Result: zero.

His question: "What are we doing wrong?"

My question in return: "Is your leadership team really united behind this change?"

Silence.

The three things that kill change programmes — and that nobody says out loud:

1️⃣ The leadership team is not aligned

Publicly: "We are all pulling in the same direction."

Behind closed doors: three different views of what "success" means.

Until the leadership team reaches real agreement, change will be ground down in middle management.

2️⃣ Hidden agendas block progress

"That does not fit my department" translates as: "My budget, my people, my empire — stay away."

Change means a loss of power for some. And they resist — just not openly.

3️⃣ The courage to follow through is missing

When resistance becomes visible, what happens is... nothing.

No clear message. No consequence. Just hope that things will somehow sort themselves out.

Spoiler: they will not.

What works instead:

→ Alignment before kick-off: the leadership team must be united — not just "okay with it"

→ Put hidden agendas on the table: an open discussion: "Who loses what?" — honest answers

→ Follow through consistently: address those who block progress. Clearly. Directly. Without detours.

Change is not a communication problem.

Change is a leadership problem.

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