Are we nearly there yet? As a father of four, I've heard that expression many times over the years. Usually, it meant they were bored, didn't know where we were and didn't really know where we were going. Far too frequently, it was also followed by the dreaded phrase: "I need the toilet" - timed to perfection as we drove past the last service station for 20 miles! But when it comes to leading business transformation programmes, I strongly believe that an integral part of the job is to ensure that stakeholders don't need to ask that question or sit cross-legged! They should already know the answer because their expectations have been fully managed from the outset and they've been kept fully informed and involved throughout the project life cycle. Most people have short attention spans so it's vital that you regularly remind them of the vision and objectives within your strategic plan, report progress against key project milestones and celebrate mini-successes along the way. Unlike my kids in the opening paragraph, if you take everyone on the journey with you, they should enjoy the experience. But what can you do to enhance that experience and optimise the outcome? I remember once, before the days of satnav, driving to work and my usual route through a village was blocked by an accident that had happened a few minutes earlier. It was too soon for an official diversion to be in place, and I didn't know the local area, so I decided to follow the car in front - assuming that the driver would know an alternative route. I followed the car for about 10 minutes and realised I'd made a mistake when he slowed down, made a right turn, and parked his car on the drive in front of his house! What made it worse was when I looked in my rear-view mirror and saw that three other cars had followed him, and I was now in pole position! I knew roughly where I was and certainly knew where I was heading so, fuelled by adrenaline, I followed my sense of direction and managed to re-join my usual route several miles later. What really surprised me was that my detour turned out to be quicker than my usual journey. Not only had I enjoyed the thrill of the ride, but I'd also discovered a better way to get to work! Whilst it's important for an organisation to have a clear business transformation strategy to ensure everyone knows where it's heading, for optimal results it should also build in some flexibility around how it will get there. Sometimes, you just have to go with the flow and grab the wheel of opportunity with both hands! I've summarised the above points on a slide - I hope you find it helpful. Please use the following link to check out my full article on LinkedIn: https://www.linkedin.com/pulse/business-transformation-we-nearly-yet-jon-stephenson