In adaptive organization design, the broader destination is often clear. Our clients typically set out to build flatter structures, foster stronger collaboration, and create the conditions for adaptability and engagement. Yet while the goals may be well defined, the path to reaching them rarely unfolds in a straight line. The development pace of people, processes, and workflows differs widely, and the granular end state is never fully visible at the beginning. What unfolds instead is a journey where even the underlying processes, skill sets, and workflows continue to emerge throughout the transformation. Along the way, unexpected challenges surface. Departments progress at uneven speeds, leaders lag behind teams, and skepticism from employees lingers longer than anticipated. For clients and stakeholders alike, it is crucial to recognize that these challenges are not flaws in the process. They are inherent to collaborative approaches that embrace co-creation and shared ownership. In other words, they are part of the process—and without working through them, meaningful change cannot occur. In this article, we explore the most common forms of uneven progress and what it takes to navigate them effectively.
