Interim Project Lead for Business Change Delivery

Why change so often fails to deliver results

Many organisations invest seriously in change — and are still disappointed by the outcome.

Not because ambition is lacking, but because:

• no one is truly accountable for delivery

• projects are completed while daily behaviour remains unchanged

• systems go live without supporting the way people need to work

• leaders endorse the change, but do not consistently steer on it

• Agile, Lean or CX are introduced without being embedded

• resistance is avoided instead of used as meaningful information

The issue is rarely intent.

What is missing is focused Business Change Delivery.

What Business Change Delivery means to me

Business Change Delivery is about owning both the realisation and the embedding of change.

Not just introducing something new, but ensuring the organisation:

• works differently

• steers differently

• delivers different results

The goal is not a completed project, but a new normal that holds. 

My approach: Business Change Delivery in practice

Ownership over facilitation

I step in with an explicit delivery role.
No diffuse responsibilities — clear ownership.
This accelerates decision-making and makes progress visible.

Working in the content, not around it

Change only lands when you work on the real core of the organisation:

• processes and governance

• systems and tooling

• alignment between HR, IT and business

Methods such as Lean, Agile, Customer Experience or L&D are means — never goals in themselves.

Read more about the expertise I tap into when delivering Business Change in practice (for now in Dutch only)

Behaviour as the measure of success

I do not measure success by plans or milestones, but by what people actually do differently:

• how leaders steer

• how teams collaborate

• how systems support desired behaviour

• what is no longer accepted

Resistance is not a problem to be managed away, but valuable information.

Embedding is part of delivery

Business Change Delivery does not stop at results, but at transferability.

From the start, I work towards my own exit:

• by deliberately placing ownership within the organisation

• by strengthening leaders and key roles

• by making decision-making, routines and steering explicit

• by delivering and learning at the same time

My goal is for the organisation to continue without me — and to want to.

When I am typically brought in

I am often asked to step in when:

• business, HR or IT transformations are complex

• systems, processes and behaviour need to change together

• resistance is present and progress has stalled

• “we know what we want” but it is not landing

• results are required, not just movement

What clients experience

After my involvement:

• direction is clear and actively steered on

• leaders visibly take ownership

• teams work differently in daily practice

• systems support the desired behaviour

• change holds, even after I leave

Clarity about my role

In interim assignments, I explicitly take delivery responsibility.
That requires mandate, commitment and willingness to make choices.

Within my broader practice, I also work as a facilitator, trainer, coach and inspirer.
But in my role as Interim Project Lead, one thing is non-negotiable:

realising and embedding change