One of the common things I hear from leaders in pharma, healthcare, and financial services is that they already know they need to understand the current state before transforming. The challenge isn't the concept. It's the time it takes to get there. Weeks of stakeholder interviews. Rounds of documentation reviews. Alignment meetings. Validation sessions. By the time the picture is clear, months have passed and the pressure to just start implementing has been building the whol

"The operations team is resistant to change." I hear this often when transformation initiatives stall. And after 20 years of leading complex transformations in regulated industries, I can tell you it's almost never the real story. Operations teams don't resist change. They resist being handed a solution that was designed without their input, for a problem that wasn't fully understood, on a timeline that doesn't account for the complexity they manage every day. Think about wha

Most transformation initiatives start with the solution. New platform. New workflow. New technology. The goal is clear, the timeline is set, and the team is ready to move. But there's a step that gets skipped more often than anyone wants to admit. The step where you stop and ask: do we actually understand what's happening today? Not the documented version. Not the version leadership presented in the last steering committee. The real version. The one the people doing the work

The business case looked great. The ROI projections were compelling. Leadership signed off. The automation initiative launched on time. And then the expected returns never showed up. This happens more often than most organizations want to admit, especially in regulated industries like pharma, healthcare, and financial services. And the reason usually isn't the technology. It's what the business case was built on. Most automation business cases are built on the documented proc