AdEx Partners: Tanja, a provocative question: Why do so many transformations fail despite perfect programmes?

Tanja Herzig: Because we delegate transformation to project teams. Programmes can provide structure, measure progress and manage dependencies, but they cannot force change in day-to-day operations. Change does not happen in the project, but within the units, in meetings, in decisions, in priorities. And it's leadership that works there, not project plans.

AdEx Partners: Does this mean project and programme teams are overrated?

Tanja Herzig: No – but they are often misunderstood. Project teams steer transformation, but they do not lead it. They can set frameworks, provide inspiration, and create transparency. The actual change – new ways of working, different decisions, altered responsibility – arises exclusively from leaders in the operational units. Those who believe transformation can be „rolled out“ have confused leadership with communication.

AdEx Partners: Many executives say, „I'm not part of the transformation project.“ How do you respond?

Tanja Herzig: Transformation doesn't ask about project roles. Leaders are part of the transformation whether they want to be or not. Every decision, every priority, every behaviour is either stabilising or changing. Those who don't see themselves as active shapers still decide – they just decide in favour of the status quo.

AdEx Partners: What does this mean in concrete terms for leadership in transformations?

Tanja Herzig: The first step is the conscious involvement of leaders – not as „stakeholders“, but as those accountable. Leaders must understand where the organization is changing, why, and what scope they have. The second, crucial step is enablement: they must be empowered to decide on and consistently implement the transformation direction within their own units. Transformation is not a follow-the-plan exercise, but a leadership mandate.

AdEx Partners: Where do you currently see the biggest gap?

Tanja Herzig: Between ambition and the everyday. Many organizations formulate grand transformation goals, invest in programmes – and then leave their leaders to their own devices. Without clarity, without room for manoeuvre, without a genuine mandate. This breeds frustration, cynicism, and stagnation. Transformation requires leaders who are not just involved, but empowered.

AdEx Partners: What, from your perspective, is the most common misconception in transformations?

Tanja Herzig: Alignment is enough. It isn't. Unity is nice, but impact comes from decisions. Leadership in transformation means setting direction, managing conflict, and taking responsibility – even when it gets uncomfortable. Leaders who aren't placed in this role will, at best, achieve movement but not change. Leadership is already difficult in everyday situations, and this difficulty is compounded in transformations. We often believe that leaders automatically possess the skills for transformation. At AdEx Partners, we also support leaders throughout the transformation process and empower them within ongoing projects. This creates impact!

AdEx Partners: Your personal conclusion?

Tanja Herzig: Transformation is not a project task. It is a leadership reality. Programmes can support, but leadership happens in daily operations. That's where the decision is made whether transformation remains a PowerPoint presentation or actually has an impact.

The interview was conducted by Christin Rau.