1. A Transformation, Much More Than a Simple Change
Organizational transformation cannot be reduced to mere optimization or marginal change. It involves a profound, often radical reshaping of processes, structures, technologies, and management practices, all serving a clear strategic ambition. It questions the economic model, redefines the customer offering, or reshapes the value chain. Successfully achieving a transformation requires activating a collective dynamic centered on employee buy-in. It cannot be imposed from the outside: only transformations “authorized from within,” that is, embodied and driven by internal actors, have a chance of becoming firmly established.
2. Mobilizing the Right Levers in Transformation
Organizations that succeed in their transformation rely on hybrid mechanisms that combine strategic vision, engaged leadership, and active team participation: approaches are co-constructed with a definition of goals set by leaders, but with execution methods that are shared, adaptive, and agreed upon by those on the ground.
This evolution reflects a shift from top-down, rigid management to a more horizontal and inclusive approach. It enhances ownership of objectives, individual responsibility, and collective agility.
3. Project Results Still Too Uncertain
Despite these efforts, transformation projects often fail to deliver on their promises. The causes are well-known: misalignment between strategy and implementation, low buy-in from teams, and/or underestimated cultural resistances.
It is rarely the strategic intentions that are lacking, but rather their execution. Governance that is too distant from the ground, partial mobilization of key resources, or persistent silos limit the change dynamic.
When strategy does not take root in collective commitment, it remains ineffective.
4. Better Managing the Tension of Change
While John Kotter has highlighted the importance of a sense of urgency in transformation projects, this “tension” must be properly calibrated and intelligently orchestrated.
Positive tension generates an effective dynamic: clear objectives, a demand for results, a sustained but realistic pace, and breathing spaces.
Poorly managed pressure leads to stress, defensive withdrawal, or disengagement.
The key is to structure project governance to orchestrate this tension in service of collective commitment.
5. Project Culture, an Essential Foundation
In this context, project management becomes a fundamental lever.
It provides the tools to manage complexity, structure action, measure progress, and manage risks. Without it, the aforementioned tension can turn into chaos.
Project management skills create a common language that enables all actors to collaborate effectively (leaders, managers, subject matter experts, employees).
6. A Persistent Deficit in Project Culture
In practice, few organizations truly invest in the project culture of their operational teams, who are often responsible for these transformation projects. Even when they call on internal advisors (PMO, transformation departments, etc.) or external firms, they do not always ensure that this expertise sustainably informs internal practices.
Without “project reflexes,” transformation actors underestimate the importance of structured governance, rigorous management, or stakeholder engagement.
At the same time, change management—a crucial aspect of such projects—is often reduced to top-down communication or a few late training sessions, without a real strategy for buy-in, ownership, or transformation of practices. Resistances are then neither anticipated nor addressed, which hinders or derails project implementation.
7. Recommendations to Anchor Transformation
To maximize the chances of success, it becomes essential to:
- Train or raise awareness among key actors (sponsors, project managers, subject matter experts, etc.) in project management and change management.
- Value project skills in career paths and individual evaluations.
- Identify and support internal ambassadors (PMO, project leads, transformation coaches) as true “Ambassadors.”
- Create a common culture through shared tools, a unified project language, practice communities, and capitalization spaces (like a “Transformation Hub”).
Conclusion:
Ultimately, any successful transformation rests on two pillars: a clear strategic vision and a structured operational capacity. Project management, far from being a simple tool, serves as the guiding thread. To make transformation a shared reality, it is time to professionalize approaches and invest in project culture at all levels of the organization.
