Transformation leader is resisting change, and the team is frustrated The programme stalls in ways no one can explain. Decisions that should take days take weeks. The scope quietly narrows. The leader becomes the most articulate person in the room on why things cannot move faster, why that approach carries too much risk, and why this particular change needs more consultation before it proceeds. The team senses it before they can name it, and the organization never names it at all. When the...