Leadership, Clarity, and Foundational Aspects have been the focus of our recent publications, where we have explored the main challenges organizations face during their transformation journeys. In this article, we reflect on the importance of the speed at which change is executed, another critical factor that often undermines transformation efforts.

Slow to Start – “We’re not ready yet”

For many transformation leaders, when the time to launch approaches, fears and doubts emerge. Additional reviews uncover risks not initially considered. At the same time, other organizational priorities—such as budget preparation, holiday campaigns, or union and supplier negotiations—demand attention. On top of that, some “key people” may be on vacation during the kickoff, which raises further concerns.

These situations are common and reveal the underlying uncertainty about how the organization will respond. Will people collaborate? What if it fails? Can we reverse course? Are things really so bad that we must change? Is the opportunity truly worth the risk?

In our experience, the best recipe for moving forward is to explain the case for change in simple terms—using clear examples of what will happen if nothing changes—and to highlight the most evident, credible, and aspirational value of advancing. If the organization has already developed a transformation plan, these elements should be present; the key is to reinforce and communicate them simply and clearly to avoid delays.

The reality is that no one ever feels fully “ready” to change, because the destination is uncertain. But a clear aspiration, leaders who communicate and inspire effectively, and a simple roadmap help the organization take the first step, building the ability to face uncertainty with greater resilience and success.

Difficulty abandoning/changing obsolete things/actions

Every transformation requires stopping certain activities—abandoning outdated practices, tools, systems, or even assets. It also often means allowing individuals who cannot adapt to the new stage to pursue other paths.

When contradictions arise, confidence erodes quickly. For example, if leadership declares that to compete in the new market context, the current marketing department must be replaced with a new market research and analytics team—but then fails to approve the changes—the process stalls. People begin to ask: Why aren’t we moving forward with what was agreed? Why isn’t the leader taking the risk? Was the leader not truly convinced? The perception of potential losses resurfaces and becomes overemphasized, acting as a defense mechanism to avoid the risk of failure.

The solution is to define and share the principles of transformation with the executive team and board. This alignment helps prevent contradictions that lead to paralysis, ensuring transformation initiatives can advance.