How to drive transformational change in projects: experts share their views at APM event

Shifting the focus of a project to lasting outcomes will help drive lasting transformational change, experts have argued. This can be done by looking beyond KPIs and short-term wins, instead prioritising a people-centred approach where transformation is treated as a human process, not just a technical one.

The insights were shared during a panel discussion at Association for Project Management (APM) Women in Project Management conference. The focus of the panel was all about the key principles that drive transformational change in projects.

Recent surveys have revealed a worrying trend for transformational change in projects. A Wellingtone survey reported that only 39% of projects deliver the expected or greater benefits, while McKinsey has reported that 70% of digital transformation initiatives fail to meet their objective. Globally, failed transformation efforts cost businesses an estimated $2.3 trillion annually. In most cases, the issue isn’t a lack of vision - but a flawed execution, the panel claimed.

Scaling transformation: Large projects vs small projects

The panel of experts explained that while the components behind successful transformational change can vary depending on the size of a project, the underlying principles generally remain consistent.

Large-scale projects: These will often break big changes down to smaller, manageable parts. However, the overall approach will generally stay the same, it’s just applied on larger scale with more components.

Smaller projects: These face unique limitations that larger ones do not, especially in terms of resource and tool management. Due to this, prioritisation is much more critical. Smaller teams need to be more selective and strategic about what they focus on due to a limited capacity.

Look beyond KPIs

While project plans, timelines and KPIs are important, they alone don’t successfully drive transformational change. For a project to achieve real transformation, the change must become embedded into the culture and behaviours of the people involved. The projects that succeed in driving transformation change are those that are able to create outcomes that last well beyond a project’s life cycle. During the panel discussion, three key points emerged that are essential to successfully driving transformational change in projects.

Language and purpose

Language and communication shapes people’s perception of change. It can empower or alienate them.  The experts stressed that leaders need to be able to communicate the “why” clearly, ensuring that team members and employees are aware of the benefits the change will bring and how this aligns with the values and long-term vision of an organisation.

Transparency is vital, the experts encouraged openness and frankness about any trade offs or compromises being made. If people are told about these clearly, they will be more likely to understand them.  Similarly, leaders should always strive to keep their promises, as this build trust in their leadership and the overall process.

People centred change

At the heart of any transformation, big or small, is people. The experts emphasised that change will often fail when it is treated as a purely technical exercise. The most successful transformations are people centred. When people feel comfortable with change, they are more likely to engage with it, contribute ideas and carry it forward. This is referred to as a clarity of purpose. For people to really believe in it, they need to trust in the change.  

The experts referred to building trust as ‘the currency of change’. People need to see any change as something being done with them, not to them. People will follow a change when they understand why the change is happening and how it aligns with a shared purpose.

The experts emphasised that leaders must be able to recognise and respond to the human side of change. They suggested that leaders should focus on:

·       Building confidence – Teams must believe in the project and its outcomes are achievable.

·       Creating psychological safety nets - Concerns and feedback should be constructive, it’s vital to not just to listen to people’s fears but address them.

·       Nurturing trust through clear communication – Transparency and openness in communication will

This is how a leader can identify what truly matters to their team. A culture which supports openness, learning and vulnerability enables a team to be brave and take risks, to fail safely and try again.

Lasting outcomes over quick wins

One of the most important points that came up in the panel discussion was the importance of shifting the focus of a project onto lasting outcomes as opposed to immediate results. The financial aspect is important, but it’s also important to measure in human outcomes.

An example given was a project running a prison and reducing reoffending rates. The meaningful measure is not just in lowering the reoffending numbers, but also in the creation of opportunities for reintegration and purpose for ex-offenders. This focuses beyond the immediate impact and looks at the wider societal impact a project can have.

Transformational change is much more than a mere transition; it is about creating conditions where people and organisations can continue to grow long after the project ends. By focusing on people, purpose and trust, leaders can drive change that doesn’t solely deliver outputs but transforms lives and communities.