We’re surprisingly good at asking people to deliver things that aren’t ready to be delivered.
No alignment. No shared understanding. No clear ownership. Just expectations and pressure.I’ve seen it happen first-hand while leading a transformation across multiple departments and working with suppliers. We were expected to define new ways of working, new collaboration models and new capabilities.The catch? Most of the conditions needed to make that happen didn’t exist.In this session, I’ll share what happened when we stopped treating execution as the problem to solve and started focusing on creating the conditions instead.Not through theory or frameworks, but through real decisions, mistakes, constraints and lessons learned from a project that many thought wouldn’t survive, but eventually became known as “the survivor”.
