Too many initiatives, not enough focus

Lots of initiatives across the business, led by different functions. They may all seem important, but it’s not always clear how they all fit together. Worse, they may cause different functions to compete for initiative supremacy – HR with their culture change, marketing with their brand-led change, strategy with their thing (typically, 150 pages of analysis done by external people that tell you to be more like your competitors and to grow by acquisition).

The danger sign management time and energy is dispersed across multiple projects, and/ or different functions are championing different initiatives.