When Leadership Alignment Becomes the Deciding Factor in Transformation
The Situation
A century-old company was at a crossroads. A newly hired CTO envisioned a bold transformation to modernize operations and embrace Agile ways of working. But there was a problem: the rest of the executive team wasn’t on the same page. The CEO, COO, and other leaders had little context, and some doubted whether change was necessary at all.
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The Challenge
We were brought in to run an executive workshop on Agile principles, leadership in transformation, and new ways of working. The goal: equip leaders to drive change and set a clear vision for the transformation.
But from the moment we began, it was clear alignment was missing. The CTO hadn’t built full buy-in beforehand. Some leaders were disengaged; one senior executive openly displayed skepticism — eye rolls, sighs, and side comments — which influenced others in the room. Without a shared belief in the “why,” the conversation risked stalling before it began.
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The Turning Point
Midway through, we shared a real-world example from another company that had mapped its value streams, dramatically improving clarity and efficiency. This sparked something in the CEO. He asked to speak privately after the session, admitting he saw the divide in the room — and felt it himself. He was curious about the potential benefits, but also cautious, given the company’s long track record of success.
That conversation cracked the door open for more honest dialogue. Leaders began discussing who should sponsor the transformation and what it would take to move forward. But the moment also revealed a deeper truth: some still weren’t convinced change was needed at all.
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Key Lessons Learned
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Alignment at the Top is Non-Negotiable – Without it, transformation risks being seen as a personal project, not a business imperative.
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Secure Buy-In Early – Private conversations and relationship-building before launch can prevent public resistance.
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Frame Change in Business Terms – Link the transformation directly to organizational goals, not just a leader’s vision.
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Expect Resistance — and Work Through It – Skepticism is natural; curiosity and dialogue can turn it into interest.
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Clarify Sponsorship and Accountability – Assign clear ownership so momentum doesn’t fade.
The Outcome
While the transformation wasn’t instantly “won” in that room, the CEO’s shift from skepticism to curiosity created space for continued conversation. The experience underscored a critical truth: in any major change effort, leadership alignment isn’t just helpful — it’s the deciding factor between stalled ambition and sustainable transformation.
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Is your leadership team truly aligned on why change matters? Take our 12-question Org FAM Assessment to uncover where belief and buy-in may be missing.
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