From Initiative to Project to System: What It Really Takes to Make Change Last

Every organisation has moments when there is an issue that needs to be fixed. Sometimes small and local, sometimes with large operational impact. Most initiatives follow a familiar path: the problem is discussed, stakeholders consulted, a plan is put together and a budget is assigned. This is the evolution from an initiative into projects with structure and delivery. Once a project succeeds, it should become a stable system that keeps the problem fixed long after the original team steps away. But does it usually work out that way?

Each stage needs something different. The teams must change, the needs and expertise at each stage differ and we tend to forget to focus post-delivery. One constant is the need for a simple feedback loop that keeps everything honest and anchored in real experience.

1. The Initiative Stage: CURIOSITY

At the start, you need curiosity and proximity. People who are affected by the issue and are motivated enough to explore the solutions.

Requirements: curiosity, root cause exploration, early validation.
Risk: moving fast without understanding the real problem.
Stakeholders: early champions, problem owners, people close to the work.

 2. The Project Stage: DISICIPLINE

Once the idea becomes a project, it needs structure. Timelines, clarity and people who can translate a direction into action. This is where discipline replaces energy.

Requirements: planning, clear roles, delivery focus.
Risk: losing sight of the original insight in the noise of tasks.
Stakeholders: project managers, sponsors, cross functional teams, governance leads.

 3. The System Stage: STEWARDSHIP

The final stage is embedding the work. A system needs consistency and a sense of ownership from the business. It should feel natural, not forced.

Requirements: stability, operational ownership, continuous improvement.
Risk: drift, neglect and slow erosion of what the project achieved.
Stakeholders: operational owners, leaders with budget, end users, continuous improvement teams.

4. The Feedback Loop: THE ANCHOR

A feedback loop connects all stages. It prevents drift, reveals early warning signs and keeps decisions grounded.

Requirements: simple rhythm, real user input, visible action.
Risk: losing touch with what is actually happening.
Stakeholders: users, operational owners, system stewards, leadership sponsors.

Four Steps for Making Change Stick

This is where most projects fail.  We argue it is at this point focus needs to sharpen; why risk wasting all the hard work and OPEX at this point? Change talks about keeping the momentum as the beating of a drum and it is important to keep that rhythm going. The fat lady is yet to sing!

Step 1. Stay close to the problem

Return to the people who wanted the problem solved. They show you whether you are solving the right thing.

Step 2. Bring the right people in at the right time

Each stage needs the right people! Curiosity for initiatives. Structure for projects. Stewardship for systems.

Step 3. Protect the core insight

Write your purpose down to anchor what solution you are striving for and refer back to it with discipline. That will prevent drift when things get busy.

Step 4. Build a simple feedback loop

Make it easy and regular. Listen. Adjust. Repeat.

At Forgechemy, we help teams make this shift from initiative to system by focusing on the culture that keeps change alive.