The purpose of the Transformation Network:
- To improve transformational projects and programmes, the outcome of which is an irreversible step change in organisational capability.
- By converting cross-sector practitioner experience into a catalyst for learning that strengthens confidence in project outcomes; certainty, adoption and public confidence, within a confidential, non-commercial community of practice.
- By end-2027, the Transformation Network is the UK’s most trusted community of practice for transformational projects and programmes known for identifying success factors and recurring failure modes early, sharing knowledge and insights that are actually used and can be applied flexibly with credibility.
The 2026 objectives of the Transformation Network are:
- A cross-sector practitioner and academic community that has high-trust, and a ‘safe-to-share’ culture.
- Well-attended, actively supported and positively received networks engaged through regular, mixed engagement channels
- A shared language for transformation, key themes and a clearly articulated set of insights, recurring failure modes and early warning signals.
- An approach and toolkit nucleus: a first release of patterns, approaches, plays and templates that are practical and usable in live transformations.
- Tried and tested ideas leveraging early adoption: a small cohort of member organisations using the methods in live transformations, with documented examples of decisions improved.
- A baseline and measurement approach established that tracks key measurements that enable us to refine and enhance our activities and outputs (engagement, adoption, and ‘decision changed because…’ evidence).
To express your interest in joining the group, please contact Ellie Gregory via mpa@majorprojects.org.
Leading major project transitions: Introducing an extended model of leadership capabilities and skills
Developed in collaboration with volunteers from our Transformation Network and the University of Leeds’ Centre for Projects, this report draws on the practical experience and reflections of Major Projects Association members working across major projects and programmes.
The aim of the report is to deepen understanding of how major project transitions can be effectively led. By combining practitioner experience with an evidence-informed research approach, it seeks to provide a structured foundation for reflection, knowledge sharing, and improved practice. In doing so, the report introduces an extended model of leadership capabilities and skills required to navigate transitions, supporting better outcomes across complex projects.