Why So Many Business Transformations Still Miss the Mark

And what forward-thinking organisations are doing differently

Nearly every business leader today is on a transformation journey -§ or has just come out of one. From ERP deployments to AI pilots, organisations have invested billions into reshaping how they work. And yet, success often feels elusive.

A recent Microsoft report found that 82% of business leaders believe this is a pivotal year to rethink strategy and operations. Another 81% expect AI agents to become significantly embedded in their business within 12–18 months. At the same time, only 24% say their organisations have deployed AI company-wide.

Transformation, it seems, is no longer about whether to act - but how to make the action stick.

At Albida, we work inside transformation programmes every day - often parachuting into complex HR, finance, and payroll environments already in motion. What we’ve observed isn’t a lack of intent. It’s the quiet, compounding effect of misalignment: between people and process, technology and capability, ambition and operating model.

In speaking with clients, peers, and partners, five recurring realities continue to surface - not as trends, but as long-standing fault lines organisations must navigate to truly move forward.

1. Most transformation efforts are over-scoped and under-sustained

Big programmes often start with big ambitions. But momentum fades when outcomes aren’t clearly tied to daily operations. Many firms still treat transformation as a one-off event, rather than a managed shift in how the business functions.

Real transformation begins after the go-live, not before.

2. Technology unlocks speed — but only if decision-making is ready

Workday, AI, automation — these tools are powerful. But without clarity on roles, governance, and cross-functional accountability, the result is faster confusion, not better performance.

It’s not enough to upgrade the engine. You need to rebuild the map.

3. The people side of change is still the hardest to land

Every system comes with a user. But most transformation timelines favour delivery over adoption. That means training is compressed, teams aren’t restructured to match new workflows, and communication flows one way.

Change doesn’t fail because people resist. It fails because the change doesn’t make sense to them yet.

4. Post-deployment support is strategic, not tactical

Support services like AMS are often seen as reactive — keeping the lights on. But in high-performing organisations, these teams are embedded as partners, driving iteration, surfacing insights, and helping transformation evolve in real time.

5. The goal isn’t complexity — it’s clarity

The best transformations simplify. They reduce steps, remove friction, and make work easier to navigate. This is especially true in functions like HR and finance, where operational clarity translates directly into better employee and business outcomes.

In 2025, clarity is a competitive advantage.

Where we go from here

There’s no shortage of frameworks or playbooks. What’s needed now is a shift in mindset — from delivering transformation, to enabling it. That means building operating models that are change-ready. Empowering teams with systems they can actually use. And embedding the kind of cultural muscle that makes change not just possible, but normal.

It’s not flashy. It’s not fast. But it’s what works.

Is your transformation programme built for longevity—or just launch?

Let’s talk about how to design change that sticks. Whether you’re mid-flight or just getting started, we’re here to help you cut through the noise and move with clarity.

At Albida, we work alongside your team to embed change where it matters most: in the way your business actually runs. If you’re looking to make Workday and AI part of a sustainable operating model, not just a shiny implementation, let’s talk.