Why large IT projects keep failing
Large IT projects fail not because of technology, but because of vision, governance, and change. The i-Police case explained.
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Why large (IT) projects keep failing, and how i-Police painfully exposes this
The cancellation of i-Police was quickly labeled an IT fiasco. That label sounds logical, but it is too simplistic. i-Police is not an isolated incident, and certainly not a typically Belgian or purely government-related story. It is a painfully visible example of how large projects fail when they are approached as IT implementations, while in reality they are transformation and change initiatives.
Different rules apply to those kinds of initiatives.
IT projects focus on systems, planning, and vendors. Transformation projects are about how organizations fundamentally want to work, make decisions, and collaborate differently. Technology can support such change, but it cannot force it. Systems do not resolve organizational ambiguity. They do not compensate for a lack of direction. When that distinction is ignored, a transformation failure becomes visible through IT. But that does not mean IT should be blamed.
This pattern is not exceptional. It occurs in governments, multinationals, and mid-sized organizations alike. The context differs; the mechanisms do not. The cause is rarely technology, but almost always the approach. Treating digital transformation as a technical project remains a structural risk.
A good master plan is not a detailed plan. It is a strategic framework that creates coherence.
Vision is not a slogan, but an explicit choice
A first crucial success factor is the existence of a clear master plan and a realistic roadmap. Vision is neither a slogan nor a consensus document. It translates into clear choices. How do we want to work as an organization? What do we do centrally, and what not? What do we steer on, and what do we consider success?
A good master plan is not a detailed plan. It is a strategic framework that creates coherence. It clarifies how initiatives interact, where dependencies lie, and where explicit choices are required. Without that framework, oversight is lost and initiatives lose their mutual coherence. Progress then exists on paper, but not in practice.
Large programs also require a well-considered breakdown into smaller, manageable subprojects. Not everything at once, and not a little bit everywhere. Initiatives with limited dependencies and clear business value deserve priority. That enables quick results and allows for course correction. But this breakdown only works if it takes place within one overarching program. Without a central framework, subprojects quickly drift apart.
Without a strategic cockpit, any program derails
This brings us to a second key element: governance from a strategic cockpit. Many organizations shy away from central governance out of fear of rigidity. That fear is understandable, but often misplaced. Central governance is not about micromanagement. It is about clarity: about objectives, priorities, rules of the game, and decision-making authority.
Within those boundaries, local autonomy remains perfectly possible. Without such a cockpit, the same symptoms always appear. Scope creep without explicit decisions. Parallel solutions emerging side by side. Exceptions that undermine the rule. Gradually, the original objective disappears from view, and the project is reduced to a series of disconnected technical questions.
Change management is precisely about creating relevance, involving stakeholders, and building trust. Adoption does not start at go-live, but with the very first strategic choices.
Change management starts on day one
A third factor is still too often underestimated: change management. It is not a ‘soft’ side activity added at the end. It is a core component that must be present from day one. Change only works if people understand why it is necessary and what it concretely means for their daily reality.
Too often, everything is decided within a small core team. Only during rollout does it become clear that there is no buy-in. An adoption program then follows, but too late. People do not recognize the story as their own. Change management is precisely about creating relevance, involving stakeholders, and building trust. Adoption does not start at go-live, but with the very first strategic choices.
The real lesson of i-Police
The lesson from cases such as i-Police is therefore clear. Do not start a transformation as an IT project. Start with vision. Translate that vision into a master plan and a roadmap. Provide clear governance and invest in change management from the very beginning. Technology will then follow naturally, as a means, not as an end.
Organizations that meet these conditions are better prepared for the complexity of large-scale transformation. And that is precisely what determines whether such an ambitious project derails or creates sustainable value.
This article was originally published on Trends DataNews, under the title ‘Waarom grote (IT-)projecten blijven falen, en i-Police dat pijnlijk blootlegt’.
Frequently asked questions about digital transformation
Why do large digital transformation projects fail so often?
Many projects fail because they are approached as IT implementations instead of organizational transformations. Without a clear vision, coherence, and approach, fragmentation arises and strategic direction is lost.
What is the difference between an IT project and digital transformation?
An IT project focuses on systems and technology, while digital transformation focuses on how an organization operates, makes decisions, and creates value. Technology supports that change but is never the starting point.
Why are a master plan and roadmap essential?
A master plan and roadmap provide overview, priorities, and coherence between initiatives. They help organizations work in phases while maintaining alignment with strategic objectives.
How do you prevent complex projects from losing direction?
Central steering and clear governance are essential to maintain focus. By using a strategic cockpit and clear decision structures, organizations remain aligned and can adjust in time.
What is the role of change management?
Change management ensures that change is embraced by the organization. By involving employees and stakeholders from the start, understanding, engagement, and sustainable adoption are created.
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