The Reality of Business Transformation
Jeanette Cremor
Real Project Leadership | Project Recovery Specialist | Business Transformations | Advisor, Mentor, Facilitator, and Author | Creator of The Project Ecosystem?
Every organisation aspires to transform, whether through digital innovation, process improvements, or cultural change. Project Sponsors invest in new systems, launch ambitious strategies, and set bold goals.
Yet, despite these efforts, transformation initiatives frequently stall—or worse, fail outright. McKinsey reports that 70% of change programs fall short of expectations.
Why? Because transformation isn’t just about strategy—it’s about people.
People don’t move at the same speed. Some charge ahead, eager to implement new ways of working. Others hesitate, feeling overwhelmed or sceptical. And some? They resist entirely, clinging to the comfort of the status quo.
This variation in readiness creates friction. Projects slow down, misalignment grows, and project sponsors become frustrated when momentum stalls.
So, how do we bridge this gap?
Introducing the Crawl-Walk-Run-Fly Model
To navigate transformation successfully, we must recognise that people move through change at different paces. That’s where the Crawl-Walk-Run-Fly model comes in.
It’s a simple but powerful way to assess an organisation’s transformation readiness—and guide teams through each stage.
Let’s break it down.
Crawl – The Hesitation Phase
Problem: At this phase, resistance is high. Employees are sceptical.
You’ll hear: “This is just another management fad.” “We’ve always done it this way.” “What if it doesn’t work?”
People fear the unknown. They worry about their job security, the impact of change on their workload, or whether leadership will follow through.
Project Leadership Strategy:
Key Message: It’s okay to start slow, but staying here is not an option.
Walk – The Experimentation Phase
Problem: People start to engage, but uncertainty remains. They want proof that the change will work before fully committing. They are cautiously optimistic but still hesitant.
You’ll hear: “I see some benefits, but I need more clarity.” “Can we test this first before going all in?” “What happens if things go wrong?”
This is where many transformations stall because project sponsors assume initial buy-in means long-term adoption.
Project Leadership Strategy:
Key Message: Progress is better than perfection. Keep moving forward.
Run – The Acceleration Phase
Problem: The transformation is gaining momentum, but risks emerge. Teams start running, but not always in sync. Silos develop. Some individuals push ahead while others struggle to keep up.
Challenges include:
Project Leadership Strategy:
Key Message: You’ve got this! Now, let’s push boundaries.
Fly – The Mastery Phase
Problem: At this phase, organisations risk complacency. Teams become comfortable with their new ways of working, but without ongoing reinforcement, they may revert to old habits.
Or even worse – leadership assumes the transformation is "done."
Transformation is not an event. It’s a mindset.
Project Leadership Strategy:
Key Message: Transformation isn’t an endpoint – it’s a way of working.
Why This Model Matters for Project Sponsors
Many organisations fail because they treat transformation as a one-size-fits-all journey. But the reality is:
This is where real project leadership is tested.
Transformation isn’t about technology, processes, or strategy alone. It’s about people.