A question I hear often: “How do we take back ownership if we're already mid-implementation?” Good news — it's not too late. Here's where to start: Freeze scope changes until you've mapped them back to your original business case. Audit your OKRs — if the team can't articulate them, the program is drifting. Put a business leader — not IT, not the vendor — in the chair of every key workstream. Demand a plain-language status report. If it's full of RAG statuses and Gantt charts

I see the same patterns repeatedly in transformation programs that go off the rails: The business case was written to justify the platform — not to define the outcome. The steering committee meets monthly but no business leader owns day-to-day decisions. OCM starts after go-live, not at program launch. Success is measured by go-live date, not business value delivered. None of these are technology problems. They are leadership and ownership problems. This is exactly the kind o

Vendors demo best practices. Partners upsell configuration. Neither of them knows your organization, your workflows, or what you're actually trying to achieve. Real transformation starts with your core value chain — the experiences and outcomes that define your business. Use cases come next. Then a business case with clear OKRs. Technical requirements and a roadmap follow. Not the other way around. Large consultancies can configure a platform and manage the people side. At a

שינוי ארגוני מוצלח תלוי קודם כל באדם שמוביל אותו. אחרי 30 שנה וליווי של 50+ פרויקטי טרנספורמציה ב-20 מדינות, למדתי שמנהלים מגיעים לנקודת שבירה לא בגלל אסטרטגיה לקויה אלא כי אף אחד לא היה שם בשבילם כבני אדם. ייעוץ אסטרטגי נותן את המפה, אבל ליווי אישי נותן את המצפן. במאמר הזה אסביר למה מנהלים שמובילים שינוי צריכים את שניהם, מה ההבדל בין ליווי מקצועי ל-coaching גנרי, ואיך המודל של ABN Consulting עובד בפועל