The Challenge

Harald joined approximately four months after the initiative began. Important decisions had already been made, but implementation was encountering unresolved questions and operational difficulties. Leaders responsible for carrying the change into their teams had not been sufficiently involved.

Harald’s Contribution

Harald recommended structured listening across the affected areas. With executive support, approximately 60 leadership interviews were conducted to understand operational concerns, unresolved questions, and implementation barriers.

The findings were consolidated into an organizational assessment and brought back to the project team and leadership. This made dependencies and concerns visible beyond the formal project plan.

Harald then supported the project team and leaders through facilitated discussions, change guidance, and help connecting emerging issues with the people responsible for addressing them.

What Changed

The project team gained a clearer understanding of how the change was affecting operations. Leaders received additional support, and the findings helped inform the next steps.

Some issues required decisions beyond the initiative’s authority. Several workstreams remained underway when Harald’s involvement ended. The work clarified both the barriers the initiative could address and those requiring wider organizational action.

What We Learned

When implementation stalls, listening to the people carrying the change can reveal what the project plan misses. Progress also depends on distinguishing project-level barriers from issues requiring broader organizational decisions.