Six Lessons from Unsuccessful Transformations​

Having worked with the public sector for nearly 30 years, we have seen the same patterns emerge when transformation efforts stall. If your initiative is struggling to gain traction, here are lessons that may help you course-correct.

What do we mean by transformation?​

Transformation is more than a buzzword. It refers to any significant shift in how your team, branch, agency or department operates. It might involve a new operating model, a structural redesign, or the rollout of new systems and processes. These changes are rarely small. They require careful planning, meaningful consultation and a clear focuson bringing people along for the journey. At their core, transformation efforts are about improving how we work, often with the goals of lifting performance, boosting morale or reshaping culture.​

So, what continues to trip up even the most well-intentioned leaders? And how do we move from conceptual ambition to concrete outcomes?
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Here are lessons from the frontlines of transformation.

1. Lead from the Front​
If you want your organisation to change, it starts with you. Leaders must do more than endorse a vision. They must embody it. That means speaking about the change with conviction, aligning your leadership team behind it and weaving it into your daily decisions and communications. It is not enough to hand the reins to consultants. And it is important to avoid overpromising. Instead, focus on achievable wins that build momentum and credibility.​

Remember, your people take cues from you. If they see leaders championing the transformation, backing it with resources and tough decisions, and not shying away from challenges, it builds trust.​

In any major change, communication must be clear, consistent and continuous. One common thread in transformation failures is poor communication. People do not understand the why, the what or the how of the change, so rumours fill the gap and fear takes hold. To avoid this, craft a clear narrative and repeat it often, through multiple channels.​

Be candid about setbacks. If a planned change is delayed or a pilot did not go as hoped, let staff know before they hear it through gossip. Transparency maintains trust. Employees would rather hear “we hit a snag and here is how we are addressing it” than silence or spin.

2. Engage your middle managers early and often​
Middle managers are the engine room of the public service. They know how things really work. Yet too often, they are brought in late or not at all. Take the time to listen to their insights, understand their constraints and connect their work to the broader vision. As highlighted in a recent Harvard Business Review article, middle managers are critical to successful transformation. They can be your greatest champions or your biggest blockers. Give them space to contribute, and you will find your change efforts gain traction from the ground up.​

Treat middle managers as partners. For example, set up a cross-departmental working group of respected middle managers to pilot new initiatives or provide feedback on rollout plans. This not only surfaces potential issues early but also creates a sense of collective ownership. These individuals can also serve as change champions who provide real-time feedback and have the discretion to pivot as needed.

3. Avoid last-minute rollouts​
All too often, consultants are called in when the clock is ticking, the budget has been cut, and the pressure is on. That is when staff consultation gets rushed, training gets skipped, and change is rolled out overnight. The result is confusion, resistance and, in some cases, a full reversal. Start early. Give your people time to understand, prepare and adapt. How long it will take depends on several factors, such as the pace and complexity at which your organisation operates, as well as the resources available.​

Develop a realistic change calendar. Integrate training sessions, feedback rounds, process and system tests and ramp-up periods into the schedule, and communicate this timeline early. When people know what is coming and when, and see that time is allocated for them to learn and adjust, they will be less anxious and more cooperative. The principle here is to under-promise and over-deliver.​

4. Make space to test, learn and adapt​
Many public agencies operate in a reactive state, stretched for time and resources. Their drive to deliver is often impeded by the reality of what they have available. But transformation does not need to wait for the perfect moment. Start small. Identify quick wins that free up capacity and build confidence. If a process is not working, do not wait for the full-scale redesign. Empower your teams to make incremental improvements now. Then build on those changes, test what works and refine as you go.​

Transformation is not a one-off event. It is an ongoing process of evolution, especially in a sector where mandates shift and priorities change.

Carve out capacity for change work. If possible, backfill a few key operational roles or lighten certain reporting requirements during the transformation period so employees have time to focus on change activities. This upfront investment pays off in smoother implementation. Celebrate team members who come forward with ideas to improve and adapt. It reinforces a culture of continuous improvement rather than passive compliance.​

5. Structure alone will not solve the problem​
A new organisational chart will not fix a broken culture. Adding governance layers will not automatically improve decision-making. Before you restructure, get clear on the problem you are trying to solve. Is it a performance issue? A lack of clarity? A capability gap? Structure can help, particularly in defining roles and responsibilities, but it is only one lever. Real transformation comes from empowering people, not just redrawing boxes.​

If you do restructure, accompany it with the necessary change management support. Provide clear communication about who is doing what and why it is better, training or coaching for people in new roles, and measures to reinforce the desired behaviours. Also, keep an eye on morale. Restructures can be distracting and anxiety-inducing, so acknowledge that and provide forums for staff to express concerns throughout the process.​

Ensure there is clear governance throughout the transformation. This includes decision-making protocols, escalation pathways and accountability for delivery. Without it, even well-designed changes can falter.​

6. Embed the change​
Transformation does not end on go-live day or with a memo declaring the new structure in effect. One reason changes do not stick is that leaders move on too quickly. They assume once the new system or policy is launched, their job is done. In reality, embedding the change into the fabric of the organisation is a longer phase that requires as much attention as the launch.​

Plan for a post-implementation sustainment phase. Continue communicating about the change, but now focus on progress updates. Share success stories, improvements in key metrics and personal testimonials from employees who feel the benefits. At the same time, keep collecting feedback. Things will have gone wrong. Perhaps a process is still clunky, or some people are reverting to old ways. Use surveys, town halls or informal check-ins to find out what is working and what is not. Then act on that information. Tweak processes, provide refresher training or clarify policies as needed.​

Reinforce the change through performance management and recognition. If collaboration across teams was a goal, make sure managers are encouraging and rewarding cross-team initiatives. Align incentives and accountability with the new ways of working. Otherwise, people may quietly slide back to comfortable habits, especially when under pressure or if they think no one is watching.​

Mark the milestones. Transformation can be exhausting, so take moments to acknowledge the effort people have put in. Whether it is a formal event to celebrate a phase completion or a simple shout-out in a staff meeting for a team that has adopted the changes well, these gestures help maintain morale and momentum. They remind everyone that this is a journey, and we are in it together.​
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What Next?​
Transformation is not a checklist. It is a leadership commitment to shaping the future of your organisation with intent, clarity and resilience. The lessons outlined above are not just observations. They are signals. Signals that something needs to shift in how we lead, engage and deliver.​

If you are about to embark on a transformation, or are already in the thick of it, start by asking yourself: what is the one thing I can do this month that will make the change more real for my people? It might be a conversation with your leadership team to reset expectations. It might be a decision to pause and listen before pushing forward. It might be a visible action that signals your commitment to the journey.​

Whatever it is, make it deliberate. Make it visible. And make it matter.​

Transformation is not about perfection. It is about progress. And progress begins with leadership that is willing to act, reflect and adapt.

 

For more transformation tips contact contactus@targetedbrains.com , TargetedBrains Public Sector Advisory Lead