Twelve transformation projects at once.

Twelve transformation projects at once.

The average in many companies.

Studies document this reality:

• The average employee faces ten enterprise changes a year, according to Gartner 2025 — in 2016 it was only two
• With more than five projects at once, performance tips, according to University of Liverpool research in 2022

Initiative overload — a disease that runs through almost every large company.

So you are in good company. Many organisations are drowning in change projects.

But that does not make it right.

The problem:

Starting new projects is easy. Ending old ones? Much harder.

Why? Because every project has its champion. Because "not yet failed" does not mean "successful". Because nobody wants responsibility for failure.

The result:

Everyone competes for the same people. Nothing gets properly finished. The organisation sinks deeper with every project.

What helps, in my experience:

1. Say a clear "no" — sequentially, not everything at once
2. Have the courage to stop projects — stop riding dead horses
3. No monster projects — any project over a year makes me suspicious
4. Slice the elephant — three-month results rather than 18-month plans

Anyone who still wants to make a difference before year-end needs to clear things up now.

Do not start more projects — finish old ones so the important ones get through.

💬 How many projects are running in parallel in your organisation? And how many should actually be stopped?

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You are not alone. But that does not make it right.