SYSTEMIC MISALIGNMENT

This foundational article introduces the central observation that underpins the Human-Centred Transformation body of work: that systemic misalignment is a persistent and structural feature of organisational transformation, rather than an execution anomaly or temporary disruption.

The article exists to name a condition that many practitioners recognise from experience but often lack the language to describe clearly or safely. It challenges common explanations for transformation under-performance by reframing failure away from individual capability, effort, or intent, and toward the structural dynamics that shape behaviour, decision-making, and outcomes over time.

Within the HCT body of work, this article serves as the entry point to the argument. It does not propose solutions, methods, or guidance, nor does it attempt to resolve the condition it describes. Its purpose is to make the condition explicit so that it can be examined, debated, and reasoned about more honestly in professional contexts.

This article is not a playbook, nor is it an argument for a particular approach; it establishes the problem space within which the subsequent HCT work is situated.

View: LinkedIn article (PDF)