The season of big ambition is here.
Strategic plans for 2026 are being locked in. Transformations are being announced. The language is bold. Faster. Leaner. Different.
But if you look back at 2024 and 2025, the ambition was likely just as high. The targets were just as confident.
If the results didn’t match the intent, it is worth asking where the gap lies.
It is rarely the strategy that fails. It is the delivery model chosen to carry it.
Many organisations will attempt to drive a new, agile future using the same heavy, theory-led consulting models that slowed them down in the past.
The same reports. The same frameworks. The same reassuring promises of change.
And then the same outcome.
Transformation is an operational discipline. It happens in execution, in decisions, and in hard trade-offs. Not in presentation decks.
If 2026 is going to be different, the way you deliver it probably needs to be different too.
Because expecting a new result from the old way of working isn’t just optimism. It is a very expensive form of stasis.
Outcomes, not optics.