The Transformation Trap
There are many reasons an organisation might begin a transformation. Some are external and unavoidable, such as compliance with new regulations or the end of life for core infrastructure. Others are driven by internal ambition, a desire to modernise, or an urge to keep up with competitors.
Whatever the case, transformation is rarely cheap, and it is never simple. Despite this, the most important question is often the one no one asks.
Why are we doing this?
It sounds basic. Obvious, even. Yet in practice, it is the question most commonly skipped.
Status Obsession Over Strategic Clarity
I have sat in steering committees where senior leaders ask for BRAG status updates.
Green. Amber. Red.
These conversations focus on delivery, not direction. Projects are treated as checkboxes. Execution is given more attention than intent. The business gets moving before it gets clear.
This is a problem.
If a transformation begins without clarity on its underlying purpose, the result is usually confusion, wasted effort, and in some cases, failure. Not because the people involved lack skill or capacity. The issue is that no one really knew what they were trying to achieve in the first place.
When the Why Is Obvious
Sometimes, the reason for change is legitimate.
For example, data protection legislation such as GDPR leaves no room for debate. Legacy systems like the PSTN network force a change whether you are ready or not. In these cases, the reason is clear. The organisation has no choice.
That is not where the danger lies.
Unclear Intentions and Quiet Assumptions
The real issue appears when change is driven by assumption, politics, or habit.
Some organisations begin a programme because their competitors have done something similar. There is a vague sense of urgency. A belief that everyone else is moving ahead, so standing still must be wrong.
Other times, transformation is triggered by a single stakeholder. Maybe a senior leader. Maybe a department head. Maybe you. The idea gains traction because someone believes it should. The question of whether it aligns with business need is never fully explored.
It is not uncommon for a programme to progress simply because the loudest voice in the room insisted.
Sometimes, that voice belongs to you.
This is not an accusation. It is an invitation to reflect. Is the work being done because it serves the organisation? Or because it supports your own agenda or assumptions? If the reason is unclear, the work may not be justified. Not yet.
The Danger of Familiarity
There is also tradition to consider. Some initiatives continue because they feel familiar. They follow a pattern that the business is used to. No one questions their value because they do not look risky. They do not look disruptive. They look routine.
Unfortunately, routine does not equal relevance.
Just because something has always been done a certain way does not mean it should continue.
Why First. Always.
This is where the question of why matters most.
Understanding why you are doing something helps you decide whether it is worth doing at all. The answer should come before the business case, before the budget, before any work begins.
If the team cannot clearly explain the purpose behind the transformation, the organisation may not be ready to move forward.
This does not mean everything stops. It means you pause. Reassess. Ask the right questions.
Clarity Saves Time and Effort
When you begin with why, you allow yourself to work with clarity. You understand what is at stake. You identify what success looks like. You stop performing activity for the sake of motion and start making choices that matter.
Some projects will still move forward. Others will not. That clarity is valuable either way.
Movement without purpose is not progress. It is noise.
Final Thought
If your team cannot explain why they are doing something
You should not expect the outcome to be meaningful
Start with why
Then decide if it should be done at all
