Transformation Is Never Finished | Executive Lens Episode 7

Transformation has become one of the most commonly used words in leadership conversations. Yet despite the billions invested in transformation programmes each year, many fail to deliver meaningful, lasting results. 

According to transformation leader David Glaze, the problem is not the ambition. It is the execution. 

With more than 25 years of experience across FMCG, health and beauty, consumer electronics, and satellite communications, David Glaze has spent his career helping organisations navigate change. His journey from commercial roles to leading major transformation initiatives across global markets offers valuable insight into what truly makes transformation work. 

From Process Curiosity to Transformation Leadership 

David Glaze's path into transformation was not planned. Early in his career at a large FMCG company, he found himself questioning why successful organisations still operated with inefficient processes. 

"I could not quite believe how poor many working practices were," he explains. "Even in hugely successful companies, there was money being left on the table because of inefficiencies." 

What began as curiosity, what he describes as a high level of process awareness, evolved into a professional strength: the ability to analyse systems, identify what was not working, and rebuild processes to perform better. 

The Power of Cross-Industry Experience 

One defining feature of David Glaze's career is his willingness to move across industries, from consumer goods to telecommunications and space technology. 

"The remarkable thing when you move industries is how similar organisations actually are," he explains. "The way companies work, or do not work, is often very transferable." 

But it also requires humility. Entering a new industry means not knowing the language, the terminology, or sometimes even the basics. And that, he argues, is an advantage. 

That position gives permission to ask questions, often the ones others are too comfortable to ask. Something as simple as asking different teams to define the word customer can reveal surprising misalignment across an organisation. 

Why Most Transformation Projects Fail 

Despite widespread investment in transformation initiatives, many fail to deliver lasting results. According to David Glaze, the problem often lies in organisations focusing too heavily on the beginning of a project and not enough on what comes after launch. 

"Companies spend millions designing transformation programmes," he says. "But once the project is launched, the focus shifts back to day-to-day business and the change slowly fades away." 

The biggest successes I have seen are initiatives that lasted decades, where the culture, the processes, and the mindset continued evolving long after the initial programme ended. Transformation should not be treated as a temporary project with a clear start and finish. It must become part of an organisation's operating philosophy. 

Technology Is an Enabler, Not the Solution 

As organisations rush to adopt digital tools and AI, David Glaze cautions against overestimating technology's role in transformation. 

"The correct sequence is always process first, people second, and technology third." 

Only once organisations fully understand their processes and people can technology effectively support change. This perspective is especially relevant right now. "AI will have a role to play. But like every new technology wave, it is often misunderstood and misapplied at first."

The Real Measure of Leadership 

For David Glaze, the most meaningful impact of transformation lies not in profit growth or operational metrics but in developing people. 

"The most satisfying part of the job is helping others reach their potential." Early in his career, he tried to solve problems himself. Over time, he learned that empowering others to take ownership created far stronger and more sustainable results. 

"You teach people how to do it, you let them try, you let them make mistakes, and eventually they do it better than you. That is the true measure of successful leadership." 

I recruit transformation and change leadership for organisations navigating complex change. If you are building this capability, or exploring your next move, I would be happy to talk.