3 Common Pitfalls to Avoid When Developing Future-State Processes Within Your Organisation

When we think of our desired future-state, we think of that inspiring place where everything runs smoothly, processes are refined, and your people are thriving. For those of us working in business improvement and change leadership, designing a strong future-state process is one of the most valuable steps we can take to support long-term transformation.

But here’s the truth: even the most experienced and well-intentioned leaders can sometimes fall into a few common traps along the way. The good news? These are absolutely avoidable - especially when you have the right awareness and support.

Here are three important watch-outs that I often guide clients through when they’re shaping their future-state vision. Consider this a gentle nudge, not a finger-point — because real, sustainable change is hard work, and you’re not alone in the process.

1. Overlooking the People Side of Change

Let’s be honest - most leaders already know that people matter in change. But amid the pace and pressure of delivery, it’s easy to become so focused on improving processes that we unintentionally assume people will just adapt along the way.

In reality, even the most beautifully designed process will struggle to take root if it doesn’t bring people along with it. That means taking time to understand the impact on your teams, ensuring clarity in roles, and creating space for their voices to be heard.

Some helpful prompts to reflect on:

• How will the change we are implementing affect people on the ground, day to day?

• What will help them feel confident and supported as they adapt?

• How can we make sure communication stays clear and inclusive throughout?

Change doesn’t need to feel overwhelming or top-down. When people feel included, heard, and prepared, they become powerful partners in the transformation journey.

2. Aiming for Perfection Instead of Progress

Many high-performing leaders strive for excellence - and rightly so. But in process design, that pursuit of perfection can sometimes delay progress or lead to overly complex solutions that don’t necessarily land well in practice.

A future-state process doesn’t need to be flawless to be effective. It needs to be functional, adaptable, and grounded in reality. Some of the best solutions I’ve seen started out as “good enough” and evolved through real-world learning.

So rather than waiting for the 100% polished model, aim for:

• A strong, workable foundation

• Flexibility for iteration

• A mindset of continuous improvement

This takes courage, but it also builds momentum, trust, and practical results much sooner.

3. Relying on One-Off Communication

We’ve all been there, where a key message needs to be circulated, so we share the communication in a meeting or an email, and now we've ticked the box. But meaningful communication isn’t about broadcasting information once and moving on. It’s about creating an interactive conversation that continues over time.

Future-state change and transformation often raise questions, concerns, and unknowns. That’s why it’s so important to keep the lines of communication open, active, and two-way.

Consider:

• How are we making space for feedback and clarification?

• Are people genuinely understanding the "what", “why,” "who", "how", "when" and "where"?

• What channels work best for different teams, and how often do we check in?

When people feel informed and involved, change becomes something they co-create, not something they’re simply told about, which goes a long way towards buy-in and commitment.

Build a Future State That Works With People, Not Just For Them

If you're reading this, chances are you're already committed to leading thoughtful, impactful change. That’s something to be proud of.

So as you continue developing your future-state processes, here’s a quick recap of the three things to watch out for:

• Don’t overlook the human experience. Your people are your greatest strength in embedding lasting and successful change.

• Don’t hold out for perfection. Aim for meaningful progress, and allow space for evolution.

• Don’t limit communication to a one-time update. Make it an ongoing, open dialogue.

And if this feels like a lot to juggle, that's okay. Change leadership is a journey, not a checkbox, and you don't have to do it alone.

If you'd like a sounding board or support designing a future-state process that truly works for your business and your customers, reach out and let’s explore how we can make change happen in a way that feels collaborative, clear, and human-first.