business transformations

  • Do you face that your business transformation has slowed down despite you have a solid change process and all key business and project team roles are filled by capable team members?
  • Are you uncertain where the problem is and how you could resolve it?
  • Does your business change readiness stagnate even though you have a massive change resistance management plan in place?
  • Do your key stakeholders make decisions slowly and are hesitant to free up their people to support the project in spite of them declaring they are on-board?
  • Do you encounter surprising opposition in potential decision-making areas even though there was no communication about that specific point yet?
  • Do you spend your valuable time repeatedly in meetings where accountability for delivery seems to be shifting all the time?

Why do you experience these problems

In the midst of a business transformation programme even the best teams have problems delivering to deadlines in the expected quality.  While project plans are built and progress reviews are in place to ensure the project is on-track, sometimes project team members and contributors from the business, such as subject matter experts or decision makers make a compromise on quality to make the deadlines work. These compromises cost you, because the work has to be done, but is getting delayed to a later point in time when resources should be engaged in different activities already. While compromise is a natural part of business change delivery, it matters which compromises you make.

Projects are so fast-paced and deadlines are so tight that both project team members and the business stakeholders focus on what is on their plates at any given time. Tasks and delivery are driven by the project plan that dictates the WHAT.

The most frequent question we receive is HOW

When senior stakeholders have a clear vision of the future state and understanding of the potential obstacles they rightly so set their expectations high. They want to see the ROI (return on investment).

Visible and hidden losses during business transformation delivery are caused by hard and soft factors. Hard factors, i.e. problems with resource management are relatively easy to identify and project teams and stakeholders usually look at the hard factors first or they look at the hard factors only. E.g. when a project slows down; the first area under review usually is the resources, and often the project leadership/board decides to hire a new team member.

Soft factors, such as

  • lack or reduced interaction between team members or teams,
  • misunderstandings,
  • delay in decisions,
  • positive feedback but limited contribution later,
  • contradictory decisions,
  • lack of providing resources or funds,
  • additional opposition popping up

are all well-known symptoms of a project that may follow the project plan but is not on the right track to achieve the required level of change adoption. A show stopper or a bump can arise at any minute putting the business change delivery at risk and causing unnecessary delay.

Lost time matters. In addition to the frustration, there is a financial loss

The impact of just five days delays in delivery, for a smaller business transformation programme and employing a relatively small (10 FTE) project team including external consultants, may be a minimum of £102,500.

©unleashr is a consultancy that specialises in enabling individual life transformations and making business transformations more effective.

we mind the gap

Projects are so fast-paced and deadlines are so tight that both project team members and the business stakeholders focus on what is on their plates at any given time. Tasks and delivery are driven by the project plan that dictates the WHAT.

The success of any business transformation is highly dependent on the committed work of the project team; and the engagement and readiness of employees to adopt the new solutions or ways of working, or the combination of both.

Well-considered scoping, a fitting business change process and a capable change management team contribute to the success of a business transformation project, however, misalignment and conflict of priorities will time to time arise, slow down the progress and potentially cause unexpected additional costs.

These losses become visible when project progress reports uncover delays in delivery. At that point, it is already late, because the project budget either needs to “swallow” the loss and the timelines are pushed out, or the project manager should find alternative ways to win back the lost time, and that means involvement of additional resources, which ultimately means additional costs.

efficiency loss_Gartner

The worst case scenario is that deadlines have to be extended and additional resources are also required for a successful; or even a lower risk delivery.

Project managers are no strangers to managing such challenges and the question is how much effort is required to keep a project on track and within budget and whether there is a way to prevent and minimise such losses.

Three ways how we make a difference

The ©unleashr transformation methodology targets the most frequent costly mistakes businesses make during the start and the business change planning and deployment. With our help, your organisation reduces the risks of delayed delivery by targeting key reasons for ineffectiveness.

the ©unleashr transformation methodology amalgamates best practice change tools with fit for purpose stakeholder coaching services, individual or team mediation. It accelerates change capability development and increases the effectiveness of change effort from the very start of the project because we use for your benefit:

  • over 15 years of experience in coaching and business & organisational change management gained in strategy and system implementation driven international and global change projects is integrated into our change management framework, toolkit and change management methods
  • personalised stakeholder coaching methodology is integrated in the full methodology, aligned to company culture and customised to support specifically your business change objectives
  • mediation support and tools to maximise the delivery of change management strategy and tools by minimising friction and misunderstanding between project teams or stakeholders.

The ©unleashr transformation methodology can be applied as an integral part of a new or existing change strategy and process, or as a separate service.

Services included in ©unleashr transformation methodology may be integrated with your business transformation as early as the inception stage, and run throughout the course of the project

10102018 business change graphicsv0 2b

Six benefits of the ©unleashr transformation methodology

  • costs related to business change activities can be reduced by up to 20% by minimising efficiency loss in each stage of the business change project
  • higher level stakeholder commitment achieved faster and maintained during the project’s lifetime
  • key decision makers and stakeholders have a deeper understanding of the challenges of a business transformation project right from the beginning and will decide on funds and allocation of resources faster
  • change delivery is smoother and more effortless, within and between the change and the project teams and team members feel more energised and committed
  • latent resistance to change discovered faster, and better-targeted mitigation techniques can be applied with less effort and disruption
  • business change readiness metrics relevant to readiness to adopt will improve


While business change processes and toolkits provide you with a reliable structure and list of actions to manage change, cultural obstacles such as behavioural alignment remains a challenge and a factor that limits economic performance.

culture vs performance_graph

The ©unleashr transformation methodology targets the behavioural aspects and focusses on the behavioural alignment to accelerate the change and make the business transformation more effective and cost-efficient.

When can we help your organisation

  • your medium or large size business transformation project has already started or is about to start; business transformation projects include at least two of the following changes:
    • system implementation (i.e. ERP, replacement of legacy systems, new CRM)
    • business process reviews or redesign
    • changes to the ways of working
    • organisational changes
    • behavioural changes

While there are many change projects involving system roll-out, system implementations mostly come with their own methodology (e.g. SAP or Oracle or CRM) and deployment is more controllable.  Business transformations may be increasingly challenging because changes to the ways of working or the organisation pose higher risks to the business, organisation and the employees. Some, more complex system implementations may require the adoption of new behaviours or adaptability to new ways of working, in such cases, your project can benefit from the ©unleashr transformation methodology

  • you have a clear vision of the future state or at least a high-level vision of it and you want to make sure the required engagement is achieved at all levels of your organisation
  • you want a health check on your project and change management progress
  • projections  because project reports show an unwanted slow down of your project, delays and financial losses are to be expected
  • you know that replacing a project manager, change manager or members of the change team may damage the credibility of the project and believe the existing team could perform better with coaching
  • you established an internal project team formed of your people without any consultancy help and this is the first or probably the second business change or transformation project that your company is going through and you have no proven framework or toolkit at your disposal
  • your business change readiness is not increasing as expected (i.e. response rate to surveys is low, turnout in information sessions is poor, the opening rate of project newsletters is low or stagnate, project intranet site has low visitor rates)
  • you struggle with visible signs of resistance, such as slow decision making, stakeholders repeatedly come back with new questions and opposition are experienced


  • Healthcare Services
  • Pharmaceutical
  • Retail
  • FMCG
  • Financial Services
  • Technology
  • Energy
  • Automotive
  • Business Process Outsourcing