News & Insights
Photo courtesy of: Greg Land
Every January brings the same ritual: new goals, renewed commitment, bold declarations. For higher education, 2026 is no exception. Strategic plans are refreshed, priorities announced, and for some, change is essential, but challenging.
The uncomfortable truth? 70% of projects fail the first time. Not because goals weren’t worthy or leaders lacked vision. They fail because good intentions don’t automatically translate into sustained action, and successful implementations do not necessarily mean successful adoptions.
The leaders that are in the top 30% understand three fundamental truths:
The cost of indecision: The danger of trying to do everything
The danger of indecision isn’t that nothing gets done—it’s that too many things get started and nothing gets finished.
When institutions pursue every promising initiative simultaneously, decision-making grinds to a halt. Resources are spread thin, and teams lose clarity. Disciplined prioritization requires honest conversations about capacity, explicit evaluation criteria, and the courage to say “not now” to good ideas so great ones can succeed.
The alignment problem: Dedicating resources to change management
Even carefully prioritized goals fail when organizations are not aligned.
Getting everyone rowing in the same direction requires intentional effort and people management. Leaders must communicate with clarity and consistency. Teams must define processes, clarify roles & responsibilities, and be willing to update systems if necessary. Culture must be harnessed and not ignored to make important behavior changes easier, not harder. This all starts by not fearing a change or ignoring shifts when they are happening. It means being clear about what is changing – why, when, and how – and dedicating resources to help people through successful adoption.
The implementation trap: Why focusing on adoption matters
Countless strategic initiatives die in implementation. Committees discuss next steps, approval chains lengthen, and organizational fatigue sets in. Your 2026 goal never makes it across the finish line. Conversely, your implementation is successful, but you realize that it did not have the intended impact, but you don’t know why.
Speed isn’t reckless—it is deliberate. Work strategically and quickly center your greatest drivers, proactively identify barriers and remove obstacles, understand what people will need to do their jobs differently, and identify key milestones to achieving your outcomes. Institutions that succeed prioritize adoption, not just implementation. They invest in change management capabilities that help people shift behaviors quickly, build momentum, and achieve targets to deliver on outcomes that last. Implementation of a goal may be your initial objective, but focusing on adoption ensures that the implementation sticks and the desired outcomes are achieved.
Looking beyond 2026
At Brailsford & Dunlavey, we are outcome-oriented. We work with institutions not just to identify or prioritize what matters most in 2026, but to determine what makes most sense based on their institutional mission. Because what matters most isn’t planning for December 2026—it’s investing in 2030, 2050, and beyond.
We are also change managers. We understand that if people need to change for a plan, initiative, or project to be successful, they need to be understood and not just expected to “get on board.” Not understanding the difference is why a majority of projects fail the first time.
We help institutions be in the top 30%. Whether you’re reimagining a single asset or an entire portfolio, implementing new software systems, or managing the organizational change essential to any major initiative, we understand that times of change demand more than planning. They require deliberate resource planning and thoughtful action.
The question is not how ambitious you should be in 2026. It’s how to best leverage your ambition to not be behind in 2027.
