AdEx Partners: Tanja, to put it provocatively: Why do so many transformations fail despite perfect programs?

Tanja Herzig Because we delegate transformation to project teams. Programs can provide structure, measure progress, and manage dependencies, but they cannot force change in daily operations. Change does not happen in the project, but in the units, in meetings, in decisions, in priorities. And there, it is not project plans that have an effect, but leadership.

AdEx Partners: Does that mean project and program teams are overrated?

Tanja Herzig No - but they are often misunderstood. Project teams manage transformation, but they do not lead it. They can set frameworks, provide impulses, and create transparency. The actual change - new ways of working, different decisions, altered responsibilities - is created exclusively by managers in the operational units. Anyone who believes transformation can be „rolled out“ has confused leadership with communication.

AdEx Partners: Many leaders say, „I am not part of the transformation project.“ What is your response?

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 behavior either has a stabilizing or changing effect. Anyone who doesn't see themselves as an active shaper is still making a decision—just for the status quo.

AdEx Partners: What does that mean concretely for leadership in transformations?

Tanja Herzig The first step is the deliberate involvement of managers - not as „stakeholders,“ but as those responsible. Managers must understand where the organization is changing, why, and what scope for action they have. The second, decisive step is empowerment: they must be put in a position to decide on the direction of the transformation within their units themselves and to implement it consistently. Transformation is not follow-the-plan, but a leadership mandate.

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

Tanja Herzig Between ambition and everyday reality. Many organizations formulate grand transformation goals, invest in programs - and then leave leaders to fend for themselves. Without clarity, without room for decision-making, without a real mandate. This breeds frustration, cynicism, and stagnation. Transformation needs leaders who are not just involved, but empowered.

AdEx Partners: In your view, what is the most common misconception in transformations?

Tanja Herzig That alignment is enough. It is not. Consensus is nice, but impact comes from decisions. Leadership in transformation means setting direction, fighting out conflicts, and taking responsibility—even when it gets uncomfortable. If you don't put leaders in this role, you get motion at best, but no change. Leadership is already difficult in everyday business; in transformations, this difficulty is multiplied once again. We often fall under the belief that leaders automatically know how to lead in transformations. At AdEx Partners, we also guide leaders through the transformation process and empower them as part of ongoing projects. That creates impact!

AdEx Partners: Your personal conclusion?

Tanja Herzig Transformation is not a project task. It is a leadership reality. Programs can support, but leadership happens in day-to-day operations. That is where it is decided whether transformation remains a PowerPoint presentation or actually unfolds an impact.

The interview was conducted by Christin Rau.