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One of the hardest parts about organizational transformation isn’t the strategy, the budget, or even the technology. It’s getting people who live in different worlds, with different priorities, different languages, and different scorecards, to work as one.
We’ve seen brilliant initiatives stall not because the idea was wrong, but because no one connected the dots. Marketing builds a campaign while IT redesigns the platform, each assuming the other knows the plan. HR rolls out a new tool while Communications crafts the message, both working in parallel universes. The strategy deck looks perfect. The execution fragments into a dozen well-intentioned pieces that never quite fit together.
This is the integration gap, and it’s where most transformations quietly die.
Here at IA, we’ve never managed a project or a program that didn’t cut across silos. In theory, integration sounds like something that happens naturally. Teams talk, dependencies are managed, and things align. In practice, however, integration is often the hardest and most underestimated part of delivery. It’s not glamorous, and it rarely gets the spotlight, but it’s what determines whether a good idea becomes a sustained success or a fragmented collection of partial wins.
Integration is about more than coordinating tasks. It’s
