Why Transformation Programmes Fail — The Inner Game of Organisations | Zhanna Zhuravleva

<p>Why Transformation Programmes Fail — The Inner Game of Organisations</p><p>Most transformation programmes fail because the organisation is quietly protecting the very thing you are trying to change.</p><p>Cop a copy of my new book NOW: <a href="https://ademolaodewade.com">⁠https://ademolaodewade.com⁠</a></p><p>Turn transformation experience into paid advisory work — Ethos (paid link): <a href="https://agent.askethos.com/refer/nd01w7e2eelw">⁠https://agent.askethos.com/refer/nd01w7e2eelw⁠</a></p><p>AI labs pay highly-skilled experts — Mercor (paid link): <a href="https://t.mercor.com/neABb">⁠https://t.mercor.com/neABb⁠</a></p><p>Build the culture diagnostic deck in minutes — Gamma (paid link): <a href="https://try.gamma.app/f2d4kygskm1h">⁠https://try.gamma.app/f2d4kygskm1h⁠</a></p><p>Zhanna Zhuravleva grew up in Georgia and lived through war as a child, then built her career across Russia, Israel and the UK. She completed two master&#39;s degrees — finance and human resources — followed by postgraduate study, and taught finance, management and philosophy at a university in St. Petersburg. </p><p>She started in industry as a Kaizen team leader and went on to lead HR and cultural transformation across organisations of more than 1,000 people in 40 countries. She is a Chartered Fellow of the CIPD, has run over 3,000 sessions with leaders, and founded Awake Conscious Play, a school of conscious leadership and leadership transformation.</p><p>Early in her career she ran a textbook transformation — designed framework, defined KPIs, strong governance. Six months later almost nothing had changed. The organisation was not governed by its processes; it was governed by informal power. Everything since has been built on that finding. </p><p>The 30% improvement in employee satisfaction and 10% reduction in turnover she reports came from no single initiative — a culture hub that put interns and juniors into the improvement process, people partners trained in coaching, and one-to-ones where the feedback actually changed the next decision.</p><p>In this episode:</p><p>Change fluency — why transformation is not a project with a start date and an end dateThe &quot;inner game&quot;: why a fintech&#39;s people-first programme stalls because the tension is giving leaders their identity</p><p>Three signals that tell you inside a week whether a culture is healthy — quality of disagreement, speed of bad news, and the gap between the official story and the underground story</p><p>