Who Killed Transformation?

A murder mystery from the boardroom, narrated by Detective Change  

It was a foggy Monday morning when I got the call. I arrived at the crime scene: the boardroom. There it was: Transformation. Lifeless on the floor. Found next to a pile of unread training materials, an inbox full of unopened emails and a roadmap filled with good intentions. No signs of violence, but clear traces of neglect. The fatality rate for Transformation is roughly 70 percent, but even after all these years on the job, each murder leaves me speechless. What had happened? Who was responsible? As Detective of Change, I began my investigation. The usual suspects quickly came into view. 

The Suspects 

Sponsor Sophie, the invisible executive. She showed up enthusiastically at the kick-off, but vanished soon after. “My support? Of course I gave it! My name was on the slides, wasn’t it?” Without her visible support, Transformation lost direction and protection; support faded fast. 

 Priorities Pete, the juggling project manager. “Transformation is a top priority… right after this other program, that Q4 initiative and the quarterly results.” Without clear prioritization, Transformation remained stuck in intentions and never made it to execution. 

Communication Carla, the vague messenger. Her messages were full of jargon and lacked a story. “It was all in the newsletter on page five, under 'strategic transition communication'.” The message reached only six people, so most employees didn’t know what the transition entailed. Without clarity, urgency never took hold. 

 Resistant Randy, the subtle saboteur. “This won’t work here.” With remarks like these, he undermined every initiative. His passive resistance was contagious and drained team enthusiasm. 

Technical Tim, the stone-cold skipper. He rolled out new technologies at record speed but forgot the explanation. “They’ll figure it out.” They didn’t. Users felt lost and resorted to workarounds. 

 Process Paula, the efficiency fanatic. She redesigned processes without involving end users. “Efficiency above all else, and what colleague wouldn’t agree?” But buy-in wasn’t automatic. Other needs weren’t considered, and the new procedures became a mystery no one bothered to solve. 

 Quick-Fix Quinn, the impatient manager. “Can’t we just fix this with a one-hour workshop?”  His approach lacked depth, and Transformation failed to get traction. 

Metrics Mary, the dashboard devotee. She focused solely on her KPI dashboards, blind to behaviour, culture or sentiment. “The numbers say it’s working, so what’s everyone complaining about?” Her obsession with measurable output caused her to miss signs of resistance and frustration. 

The reconstruction of Transformation’s demise

The puzzle pieces fell into place. This wasn’t a murder by a single culprit: everyone had a motive, everyone played a role… and no one acted alone. The truth? It was a collective failure. Transformation didn’t die from a single fatal blow but was slowly suffocated by a toxic mix of miscommunication, low engagement, missing skills, unclear direction and passive resistance. 

The solve

I closed my notebook. The case was clear. Transformation had died from the absence of a strong adoption approach. 

Fortunately, prevention is possible. Successful change requires more than good intentions. It demands an integrated and structured approach that combines communication, engagement and capability building. A strong change adoption strategy ensures that people: 

1) Understand why the change is needed. A clear change story and strong communication build awareness and urgency. 

2) Are willing to contribute to success. Engagement grows through dialogue, ownership, and addressing concerns. 

3) Are able to adapt. Training, support and accessible tools help people feel confident. 

4) Continue doing what’s needed. Change becomes real when new behaviours are practiced and sustained. 

When these four elements come together, momentum builds. Transformation doesn’t just survive, it thrives. 

Do you recognize any of the story's suspects in your organization... or might you be one yourself? If you want Transformation to live, don’t just launch it: lead it, nurture it and make it everyone's business. Because in the end, successful change isn’t a mystery. It’s a shared mission.