When thinking about managing a transformation project it’s easy to focus on the start – the early excitement of getting the right people in place and setting goals. But the real test comes when the project moves from its planning phase into full execution, and the long road ahead starts to take its toll. Keeping the right people in place is absolutely crucial if you want to ensure the project’s success, and that’s where retention becomes a game-changer.

Imagine this scenario: your project has been going smoothly. The right team, a sound strategy, and the momentum is building. But then, out of nowhere, you lose a key player. It could be the project manager, a lead engineer, or a business analyst – someone integral to the day-to-day operations of the transformation. The ripple effect is instant. What happens next? You lose continuity, you lose expertise, and the project has to be recalibrated. Even worse, the new person who steps in won’t be able to get up to speed immediately. They need time to understand the project’s history, the relationships, and the nuances of the work already completed. If this happens too many times, the project starts to drift. And believe us, we’ve all seen it before: the ‘revolving door’ of leaders who come and go. By the time you’re on your third or fourth project lead, the team’s energy is sapped, and the goalposts have shifted.

The challenge of retaining key members is particularly difficult in transformation projects because of their complexity and long durations. These projects are often a marathon, not a sprint. They evolve as they progress, and this means the team’s skill sets need to evolve too. At the beginning, your project might be heavy on strategists and senior planners. But as the work moves into execution, you’ll need more technical experts, data scientists, or change managers to meet the new challenges that arise. In this dynamic environment, people need to be brought in at the right time. This is where extension comes in – you might need to extend contracts, bring in new talent, or adjust the team’s composition to suit the project’s changing needs. And yet, it’s all too common for businesses to forget about the importance of retaining the right people through this phase. When you lose key players, you risk the project spiralling into delays, frustration, and additional costs that could have been avoided.

Getting the right leadership in place is no easy task. It’s a challenge to find someone who not only fits the technical requirements but can also gel with the team and understand the wider vision of the project. But it’s an investment worth making. If you’ve managed to secure the right leader, the one with the vision, communication skills, and technical expertise to carry the project through its lifecycle, then you’ve got something valuable. These leaders don’t just steer the ship; they keep the team motivated, help resolve issues when they crop up, and keep everything aligned with the broader strategic goals.

That’s where interims can be worth their weight. If a transformation project has stalled, lacks some of its initial direction or momentum, or perhaps the team needs a fresh perspective to break through the impasse, bringing in interim leadership at this point can be a breath of fresh air. They bring with them a wealth of experience, not just from the industry but from other transformation projects they’ve led. They offer that critical outsider’s view, which can help reframe the project and get it back on track. Of course, it’s essential to find the right interim – someone who can integrate with the existing team and hit the ground running without causing disruption. Specialist recruiters can provide tailored support at this stage. They’re the ones with access to those hard-to-find candidates, the ones who are ideally suited to step into a project that’s at a crossroads and take it forward. They have the network and the expertise to source talent that isn’t just available but is also the perfect fit for the unique requirements of your project.

Ultimately, transformation projects are complex, and there’s no one-size-fits-all solution. But understanding the importance of retention, extension, and bringing in the right leadership at the right time, can mean teams stay strong, projects stay on track, and the results are worth the investment. The key is balance. And when the going gets tough, remember that the right leader, backed by the right support, can turn things around – just don’t let the revolving door catch you out!

If you’re in need of specialised recruitment support, Malikshaw Interim & Executive have a wealth of experience in sourcing candidates who can step into critical roles and make an immediate impact. They’ve built a strong reputation for connecting businesses with top-tier leadership talent that can help transform projects and drive them to successful completion.

Have you experienced good practice in managing talent through a transformation project? Or perhaps you’ve faced challenges with retention and leadership changes? We’d love to hear your insights and experiences – feel free to share them with us!

Here’s something that’s caught my eye recently: a government organisation putting out the call for 50 new team members to tackle a major transformation programme. Fifty! That’s not just scaling up—that’s gearing up for something truly ambitious. And it’s not an isolated example. Look at the recent Devolution White Paper. It’s been described as a root-and-branch overhaul of how power and responsibility flow between central government and the regions. Sure, we don’t know all the details yet, but it’s clear this is part of a bigger movement. Then there’s the Ministry of Defence’s recent announcement of a review—another sign of just how broad and deep these transformations are getting.

These aren’t just tweaks to existing systems; they’re whole new ways of thinking. They’re about stepping back, looking at the big picture, and reshaping how things work from the ground up. It’s exciting, isn’t it? But let’s talk about what this really means for the people side of the equation.

When I think about these changes, one thing stands out: the sheer scale of the recruitment and skills challenge. This isn’t just about filling roles; it’s about building teams that can handle complexity, uncertainty, and rapid change. It’s a wake-up call for organisations to rethink how they attract, develop, and retain talent.

Here’s where I see the biggest shifts happening:

• Versatility is the New Standard: These transformations demand people who can work across disciplines, adapt to new challenges, and see connections others might miss. It’s not just about deep expertise anymore; it’s about breadth and flexibility.
• Upskilling is Non-Negotiable: To stay ahead, organisations need to invest in their people. Upskilling isn’t just a nice-to-have—it’s essential for creating teams that can innovate and collaborate effectively.
• Leadership Needs a Rethink: Today’s leaders need to be more than decision-makers. They need to be connectors, facilitators, and enablers of collaboration. The Defence Review Team is a great example of how this kind of leadership can work in practice.

If sectors like defence and governance are leading the charge, it’s only a matter of time before others follow. Energy and Water, for example, are crying out for similar comprehensive reviews. With the pressure to deliver sustainable, future-proof systems, they’re prime candidates for this kind of root-and-branch transformation.

It follows therefore that the latest news coming out of Whitehall is that Prime Minister Sir Keir Starmer, the chancellor and business secretary have written to the UK's main regulators asking them to come up with ideas for reform that could boost economic growth.

They contacted watchdogs, including energy regulator Ofgem and water regulator Ofwat, before Christmas asking them to submit proposals by mid-January. This comes after figures just published indicated the UK economy had flatlined between July and September.

This letter is evidence that the government wants to pull every possible governmental lever to make sure arms-length bodies like regulators such as Ofgem, as well as government departments, prioritise helping deliver Labour's mission of achieving the highest sustained economic growth in the G7.

It is also an indication that the prime minister fears regulators can restrain economic growth by imposing obstacles to business activity – a message typically more associated with Conservative politicians but which Starmer is increasingly putting at the heart of his plans.

So, it seems that transformation will sit at the heart of our country’s economic growth. Or, it will do if we can be brave and bold enough to back this up with the right levels of investment. We’ll see.

At Malikshaw, we’ve always believed that true transformation starts with the right blueprint. It’s about understanding the big picture, yes, but also making sure every piece fits together to deliver long-term success. That’s why we work hard to match the right talent to the right challenge. We know that building the right team isn’t just a task—it’s the foundation of everything else.

If you’re grappling with a major transformation, we’re here to help. Whether it’s finding the leaders to drive change or the specialists to make it happen, we’ve got the network and the expertise to support you every step of the way.

Want to Dig Deeper?

We’ve put together a detailed report on the Devolution White Paper and what it could mean for organisations like yours. It’s full of insights into these reforms and practical advice on how to prepare for what’s coming next. Let us know if you’d like a copy—we’d be happy to share.

True transformation isn’t just something you talk about. It’s something you do. And from where I’m standing, it’s happening all around us. Let’s make sure we’re ready to meet it head-on.

When it comes to major organisational change, one of the first questions you need to ask is: Is this just a big project, or are we looking at something more profound—a true transformation? The answer to that question can completely shift how you approach the work, the people you involve, and the ultimate success of the initiative.

Bob, a seasoned leader in transformation projects, sums this up perfectly with a brilliant analogy:
"If one thinks of your house, changing the plumbing is akin to an IT project, enhancing the wiring—process improvement, knocking two rooms into one—organisational change. But if you're turning a garage and part of a room into something completely new, like a kitchen—ALL of those things would need to be done together for it to be a transformation programme."

It’s easy to think of any large project as a transformation. But the distinction is crucial.

A big project might involve upgrading existing IT systems or improving specific processes. These are critical to keeping things running smoothly, but the fundamental structure of your organisation stays the same. You’re changing the plumbing, rewiring the house—but you’re not changing the layout or purpose of the rooms.

A root-and-branch transformation, however, is about rethinking and reworking everything. It’s a complete overhaul. In Bob’s analogy, it’s turning a garage into a fully functional kitchen. You’re tackling the plumbing, the wiring, and the walls, but also transforming the entire space to serve a different function. In organisational terms, this means redesigning processes, culture, systems, and people to work towards a completely new set of goals.

The first step is understanding exactly where you are. Are you dealing with an upgrade, or is this a full transformation? The distinction will shape how you plan and execute the project. Are you looking at a shift in how people work or a major cultural shift in the organisation? Will you be making technical improvements or also changing how your teams interact, collaborate, and serve your customers?

Understanding where you are in the process will help you identify the skills and leadership needed to get it right.

Especially in the public sector, there’s a real need for transformation—whether it’s due to digital reforms, policy changes, or restructuring efforts. With the new government rolling out its reforms, much of what’s ahead will require fundamental change. That’s not just about upgrading software or processes; it’s about transforming the very structure and purpose of public sector organisations.

This is where professional leadership comes in. Strong, experienced leadership can make all the difference between success and failure. Whether you’re upgrading systems or undergoing a full-scale transformation, the right leadership will help you:

• Keep the project on track
• Manage cross-functional teams effectively
• Overcome resistance to change
• Align the organisation with new strategic goals

Professional leaders bring the experience to guide the transformation smoothly, manage risks, and ensure the right skills are in place. Their expertise can flip the chances of failure into success, particularly when navigating complex changes.

At Malikshaw Interim & Executive, we believe that recognising whether you’re facing a big project or a root-and-branch transformation is key to getting it right. Understanding where you are in the process, bringing in the right leadership, and having a clear vision will make all the difference as you tackle these changes.

Especially with the fundamental changes coming down the line in the public sector, having experienced leaders who understand the landscape will be crucial. Are you ready to turn your project into a true transformation? Let’s talk about how we can help you make that happen.

Happy New Year, everyone! As we dive into 2025, the air is thick with anticipation. Change is always in the wind, but this year feels particularly pivotal, especially for organisations navigating complex landscapes. From public sector giants to nimble SMEs, the demand for transformation expertise has never been greater.

So, what’s shaping this urgency? On the global stage, economic uncertainty, climate commitments, and continued digital disruption are driving major shifts. Governments are grappling with how to implement AI policies effectively, businesses are adapting to stricter ESG standards, and tech advancements like quantum computing are starting to edge closer to reality.

Closer to home in the UK, we’re bracing for the ripple effects of policy changes, post-Brexit trade realities, and challenges like workforce shortages in critical sectors. Public sector organisations face rising demand for efficient, tech-driven services amidst budget constraints. SMEs, meanwhile, are battling to stay competitive in a market increasingly dominated by digital-first operations and agile competitors.

This landscape is fertile ground for transformation—but it’s not without its pitfalls. The organisations that thrive will be those that embrace change proactively rather than reactively. Here’s where a specialist transformation manager can tip the scales from just surviving to thriving.

Leading with Vision

Transformation managers bring more than just project management skills—they bring vision, strategy, and the ability to rally diverse teams. They’re the navigators who can help organisations weather uncertainty by:

1. Future-proofing operations: Ensuring systems, processes, and teams are agile enough to adapt to fast-evolving challenges.
2. Aligning goals with reality: Marrying long-term strategic objectives with the immediate, practical steps to achieve them.
3. Building resilient teams: Creating cultures where change isn’t feared but embraced, and where every team member is empowered to contribute.

The public sector, for example, can benefit enormously from transformation managers who can streamline services, improve citizen engagement, and ensure compliance with new regulations. SMEs can lean on them to pivot quickly, access innovative technologies, and remain competitive in their niche markets.

But here’s the rub: finding the right leader is no easy task. That’s where partnering with a specialist recruiter comes in.

Building Teams, Building Futures

At Malikshaw Interim & Executive, we’re not just about filling roles—we’re about building partnerships that last. Our focus on transformation has allowed us to connect top-tier professionals with organisations looking to shape the future. As 2025 unfolds, we’re seeing a surge of interest in interim and executive roles that go beyond project delivery to true organisational leadership.

Whether you’re a public sector organisation looking to innovate, or an SME aiming to scale sustainably, we’ve got the expertise to help you find the right talent for your needs—not just for now, but for the long haul.

So, here’s to a year of proactive transformation, bold leadership, and the teams that make it all possible. If you’re ready to take the First Foot forward in 2025, let’s have a conversation.

Picture this: Santa Claus, seated at his desk in the North Pole, staring at a spreadsheet called “Gifting Operations 2024”. His glasses are perched on the end of his nose, a half-drunk mug of cocoa in hand. He’s muttering under his breath:

"Digitise the Naughty-and-Nice list? Upgrade the sleigh? Automate gift wrapping? What’s next—self-driving reindeer?!"

With a groan, he looks at the latest report from Elf Resources: “Elf satisfaction down 12% due to increased workshop deadlines.” Meanwhile, Mrs Claus is gently suggesting he take a webinar on time management. The pressure is real.

Legacy Systems Are a Ho-Ho-Hold-Up

Santa’s sleigh is a legacy system if ever there was one. Sure, it’s magical, but it’s also inefficient: no GPS, zero analytics, and the reindeer union is lobbying hard for better working conditions (Rudolph wants a glow upgrade). But ditching the sleigh for drones feels like sacrilege. Santa knows that digital transformation is key, but will it lose the sparkle that makes Christmas magical?

Bringing the Elves Along for the Ride

Then there are the elves, Santa’s most loyal (if slightly overworked) workforce. Change management isn’t easy when your staff have been handcrafting toys for centuries. Rumours of 3D printers in the workshop have them nervous. One elf was overheard saying, “What’s wrong with chisels? They’ve worked for 500 years!”

Santa knows he needs to upskill his team and reassure them that a little automation doesn’t mean they’ll be out of a job. But how do you explain “agile methodology” to someone whose life revolves around tinsel and wooden trains?

The Boardroom Blitz: Managing Expectations

Of course, Santa’s toughest customers are the kids—the ultimate Board of Directors. They’ve heard whispers of transformation, and the chatter isn’t all positive. One child wrote in asking, “If Santa’s going digital, does that mean I’m getting an NFT instead of a bike?”

Santa knows that no matter the changes behind the scenes, the kids expect flawless delivery—on time, every time. A single missed gift could send his approval ratings plummeting faster than a sleigh with a broken runner.

At Malikshaw, we understand the challenges of transformation—whether you’re streamlining operations in the private sector, meeting new regulatory requirements in the public sector, or trying to modernise the most magical night of the year. We specialise in finding the right leaders to guide projects through complexity, with a touch of charm and plenty of results.

So here’s to Santa—and to all of you tackling your own transformation challenges. Wishing you a season full of joy, innovation, and a little magic.

Happy holidays from Malikshaw Interim & Executive!

As the calendar turns toward the close of one year and the dawn of another, it's a time for reflection and anticipation—a tradition that owes much to Janus, the Roman god of transitions. Janus, who gave his name to January, is famously depicted with two faces: one looking back to the past and the other gazing forward to the future. For centuries, his dual perspective has symbolised wisdom gained from experience and the courage to embrace change.

At Malikshaw Interim & Executive, this dual perspective resonates deeply with the work we do. Over the past year, we’ve stood with clients at the crossroads of change, helping them honour the lessons of the past while preparing to seize opportunities ahead.

Take, for example, our recent collaboration with a major public sector organisation embarking on a digital transformation journey. They faced the daunting challenge of integrating AI technologies into legacy systems while navigating public accountability and ensuring inclusivity in service delivery. It was a classic ‘Janus moment’: recognising the value of established practices but needing to innovate to stay relevant in a rapidly changing environment.

Working alongside their leadership, we assembled an interim team of transformation specialists who didn’t just understand AI—they understood people. By combining technical expertise with empathetic leadership, they helped the organisation demystify AI, implement scalable solutions, and upskill their workforce. Today, they are not only meeting public expectations but setting a benchmark for digital service delivery across their sector.

As we reflect on 2024, we acknowledge that others have achieved far more wide-reaching change than the modest contributions we’ve made. Consider Adrian, who restructured and realigned a failing government transformation program while achieving a 20% budget reduction. Then there’s Kirsty, who introduced a new Project Management Framework that drove down construction costs by millions and simultaneously boosted project productivity.

Jason, through a multi-year transformation programme, turned an initial £5m investment into an £18m annual digital budget and a team of 140 staff. Meanwhile, Carl successfully transformed the aging estate of a government department, and another Jason made the bold decision to cancel $175m in capex investments that had delivered poor ROI.

John oversaw the migration of 13,000 Contact Centre agents across 29 business units, while James led the recovery of a £60m business transformation program for a major international manufacturing organisation.

This demonstrates the breadth and scale of impactful change delivered by these remarkable individuals.

The unifying theme across all these examples is independence. This isn’t about the Big 4 driving change—it’s about the dynamic, highly skilled cohort of Trailblazers that Malikshaw is proud to have brought together. We are dedicating our time and energy to helping organisations of all sizes, sectors, and shapes realise the value of authentic, independent leadership. Independence means examining organisational challenges with clear-eyed objectivity, identifying the most qualified and experienced leader with the highest potential to deliver successful outcomes, and assembling a trusted, highly recommended team around them. This is the core message that resonates from our Transformation Trailblazer cohort.

The best fit. The perfect match. Not, who you are being told is available.

As we look forward to 2025, challenges remain plentiful. Legacy systems must evolve to match the demands of a digitised world. The rise of AI, while thrilling, raises questions about ethics, workforce impact, and long-term societal changes. Meanwhile, geopolitics continues to shape the global economy, influencing supply chains and organisational strategies. Yet within these challenges lie incredible opportunities for those who are prepared to act with foresight and agility.

At Malikshaw, we are committed to partnering with organisations and individuals to navigate these pivotal moments. Whether you’re charting a course for digital transformation, reshaping your workforce for a more dynamic future, or recalibrating your strategy in light of global trends, we’re here to ensure you move forward with clarity and confidence.

As we close out 2024, we’d like to thank you for being part of the Malikshaw network. To all our clients, candidates, and collaborators, we wish you a joyful holiday season and a New Year filled with opportunity, growth, and success. Let’s step into 2025 together—like Janus—with wisdom from the past and excitement for the future.

Malikshaw Interim & Executive

P.S. If you’re facing your own Janus moment, don’t hesitate to reach out—we’d love to explore how we can help you move forward.