"Change is a project — give it a plan, a timeline and a steering committee, and you can manage it from A to B." Except you can't project-plan your way through a storm.

In the tenth and final Lie of the first series, we take it apart: why most meaningful change is a complex system you can only influence, not control; why roughly 95% of corporate AI initiatives fail — and why the failures are organisational, not technical; how "change fatigue" set in after the average employee faced ten enterprise changes in a single year; and why you can't project-manage a person through denial. Then the reframe: change can be led, shaped and navigated — but never managed in the tidy sense the word implies.

The voices are AI; the arguments come from Martin Spiteri Schillig's sixteen years in HR.

Full written breakdown, sources, and the mailing li ...