When discussing “transformation,” we tend to imagine something fixed, a defined beginning, a rollout plan, a triumphant ‘go-live’. But the reality, from chatting to over 30 leaders we interviewed across Australian industry, isn’t a journey from A to B. It’s a constant state of being. It sounds tiring. 

We learnt that the trick isn’t thinking it’s constant upheaval and massive projects, but it does make us pause and consider what the underlying muscles need to be developed and exercised to thrive in these new conditions.
 

What emerged was clear: transformation isn’t a strategy, it’s a capability. It seems the most future-ready organisations aren’t the ones with the biggest transformation programmes or budgets. They’re the ones with the best transformation form. 
 

They’re building organisational muscle in places that often get overlooked. Alignment, communication, adaptability, and culture.
 

Take leadership, for example. Yes, vision is important, but what really matters is sustaining it. Keeping teams focused when energy dips, reinforcing priorities when the plan shifts. Alistair Burton from Lottery Corporation nailed it: “Leadership is not just about initiating change but also about sustaining it through clear vision and continuous engagement.”
 

Then there’s the middle layer. Often the most overworked and under-supported group during change. Yet when given clarity and autonomy, they become your most powerful drivers. “Middle managers play a crucial role in implementing and sustaining transformation initiatives,” we heard time and time again. If transformation is a relay, the baton gets dropped in the middle, unless you train for it.
 

People matter more than process. Resistance isn’t always loud; sometimes it shows up as quiet disengagement. That’s why capability building must include digital literacy, behavioural support, and strong change management foundations. As Carolyn Uzelac from Good Shepherd put it, “The challenge in digital transformation is often not the tech. It’s the people... fear, insecurity, and ego can make it difficult for some to embrace change.”
 

And perhaps most importantly, resilience. Organisations need the reflexes to adjust mid-flight. That means de-risking through iteration. Listening harder. Planning not just for obstacles, but for success scenarios too. As Simon Latchford said, “You need to plan for success, asking ‘what happens if this goes really well?’ as much as if it didn’t.”
 

So, what are those muscles you need to build?
 

• Alignment that stretches from exec to delivery 

• Empowered middle management that knows when to flex 

• Cultural safety for people to move through uncertainty 

• Measurement discipline that tracks impact, not just progress 

• An iterative mindset that treats transformation as a verb, not a noun 

Forget the dramatic overhaul. Forget the finish line. If transformation is the condition, then endurance is the edge. 

It’s not about doing more. It’s about getting fitter.