We recently brought together over 60 senior leaders in Continuous Improvement and Transformation for an event focused on connection, collaboration, and candid conversation. Representing a wide range of industries, attendees explored the real-world challenges of embedding sustainable change within their organisations.
To kick off the discussion, we ran a live Mentimeter poll to identify the top priorities facing the group. Delegates then broke out into focused discussions—diving deeper into each priority and exploring how greater alignment between Continuous Improvement and Operations Transformation could unlock better outcomes.
The session created a highly collaborative space, where leaders not only shared the obstacles they face but also surfaced practical strategies, successes, and key insights.
Here are some of the top themes and takeaways that emerged.
1. Value Realisation
Both CI and Transformation leaders are increasingly focused not just on delivering change—but on proving its value.
Transformation programmes often promise big outcomes but fall short when benefits are not clearly defined, measured, or owned. CI initiatives, too, can suffer from a lack of tangible impact if outcomes are not linked back to business priorities.
Without clear impact statements and a measurable approach (e.g. through the customer journey or staff surveys), change efforts can quickly become disconnected from what truly matters. That’s why value realisation—tracking and managing benefit delivery—is a shared and growing focus.
A lot of change happens, but the value is neither measured nor managed. That’s the gap we’re closing.2. Prioritisation and Focus
With resources stretched and competing initiatives vying for attention, both CI and Transformation leaders need to prioritise ruthlessly.
Too often, CI can be seen as tactical or low-budget, running quietly in the background. Meanwhile, Transformation is viewed as strategic, but risks losing credibility if it becomes bloated or disconnected from day-to-day reality.
The challenge lies in focusing effort where it counts—balancing quick wins with long-term delivery. A strong prioritisation framework aligned to strategic outcomes ensures both functions work on what matters most.
CI proves itself by always delivering something. Transformation needs the same discipline—clear priorities, clear outcomes3. Strategic Alignment
Regardless of scope or scale, both CI and Transformation efforts must align with organisational strategy. That means not only delivering outcomes that matter, but ensuring everyone understands the ‘why’ behind the change.
Shared ownership of the story—across all levels—creates clarity and coherence. When change is aligned under one banner, it reduces duplication, creates strategic clarity, and drives more effective execution.
Everybody knows the story. That’s how we get strategic alignment and impact.4. Breaking Down Organisational Silos
Change fails when it happens in silos. CI and Transformation leaders recognise the need to work end-to-end, stripping out waste and redesigning systems with the full organisation in mind.
By breaking silos and designing change that spans teams and functions, organisations can reduce friction, duplication, and misalignment. This also builds a more harmonious culture—where people work toward shared goals rather than isolated metrics.
By laying this groundwork, companies can drive sustainable growth, enhance customer satisfaction, and create a culture of continuous improvement that lasts. A strong foundation not only leads to immediate efficiencies but also ensures long-term success in an increasingly competitive business landscape.
Change under one banner breaks silos, derisks delivery, and ensures everyone is moving in the same direction.
5. Executive Sponsorship
None of this is possible without top-down buy-in. Executive sponsorship isn’t just a tick-box—it’s the driving force that legitimises both CI and Transformation.
Sponsorship enables investment, signals importance, and builds the authority to drive cross-functional change. It also sets the tone for a culture of ownership and performance—from leadership to frontline.
We need impact statements that engage leaders. It’s about proving value and earning trust.
Conclusion: Two Sides of the Same Coin
While CI and Transformation may start from different angles, they ultimately aim for the same destination: better performance, empowered people, and sustainable growth. By recognising their shared priorities—value realisation, focus, alignment, collaboration, and sponsorship—leaders can combine their strengths and create real momentum.
When CI and Transformation work together, change is no longer isolated or episodic. It becomes part of how the organisation thinks, operates, and wins.
Whether you're leading Continuous Improvement, Transformation, or both—greater alignment is the key to lasting, meaningful change.
Get in touch to explore how we can help you tackle your biggest challenges.
