SIX CHANGE BLOCKERS

In the world of organizational change, the focus is often placed on strategies, frameworks, and roadmaps. Yet, one of the most critical—and in my experience very overlooked—factors determining the success is the project team setup. Without a solid foundation, even the best plans are likely to fail.

Too many change programs lack a project team that is structured for long-term success.

It is therefore essential to take a closer look at the people behind a change program. Their responsibilities range from being sponsors to providing expert support. If a change team has all the necessary roles and elements, it has the power to drive smooth change. If something is however missing, change will inevitably get gridlocked. Putting on an exclusive group of subject matter experts or leaders is not likely to drive successful change.

A great change team therefore has a balanced mix of members. So, who do you need on your team?

If you’re planning—or already in the middle of—a change initiative, here’s how to ensure your project team is equipped to deliver:

1. Clear Mandate

A strong project team starts with a clear and actionable mandate.

• Is the team empowered to make decisions and act independently within their scope?
• Do they have explicit authority to execute their plans without constant bottlenecks?

If your team isn’t clear on its purpose or lacks the authority to act, confusion and delays will inevitably follow.

2. Sustainable Resource Allocation

Change isn’t a one-off event; it’s a sustained effort. That means the team needs consistent support, including:

• A plan for replacing members who leave mid-project, and on-boarding new additions.
• Adequate funding and time.

3. Access to Leaders

A successful project team needs strong backing from leadership.

• Does the team have direct and timely access to key decision-makers?
• Are sponsors visibly supporting the team and the change initiative?

It’s all about ongoing engagement, signalling to the rest of the organization that leadership is fully behind the effort. It can’t just be talking the talk; they need to walk the walk too!

4. Tracking

Without clear tracking, progress is guesswork. Checking in regularly also holds people accountable.

• Are you regularly monitoring (think defined focus areas, milestones)? How are your people feeling about the progress?
• Do you recalibrate strategies based on results?

Best practice: Check-in every two months.