Organisations that fail to evolve at the pace of this change risk losing competitiveness and being overtaken by a landscape moving without them. Yet, while the strategy for this shift is often clear, the execution remains a formidable hurdle limiting impact.

Our research shows that a staggering 83 percent of leaders report their transformations miss their targets at least half the time. Success remains the exception because few organisations sustain the focus and discipline needed to navigate years of disruption.

For South Africa to secure its energy future, we must move the conversation from policy theory to practical execution. Drawing from Kearney’s experience in the local energy sector, we have identified four critical success factors that separate progress from stagnation in environments defined by governance pressure and multi-stakeholder complexity.

Transformation at this scale is a complex journey that requires aligning a fragmented ecosystem. We must unite internal and external stakeholders, each with divergent mandates and agendas, behind a shared ambition that aligns national priorities with private-sector action.

In my role as a moderator for the “Gas-To-Power Ambition” panel at the Africa Gas Forum, I will be exploring exactly how we can bridge these gaps to ensure energy security while phasing out coal. Real progress hinges on engaging regulators and public institutions as active partners from the outset, co-creating a vision rather than just seeking approval.

Traditional, hierarchical governance models were built for a different era and are often too slow to withstand today’s pace of change. To succeed, we need lean, empowered decision-making structures that replace bureaucracy with clear coordination and accountability.

This is particularly vital in South Africa, where decisions often sit at the intersection of politics and performance. Effective governance requires a dedicated “transformation governance forum”, a body that brings together the right people at the right frequency to match the pace of change, ensuring ownership is concentrated and decisions are made with confidence.

Strategy often loses momentum when it hits the reality of capability gaps. More than 60 percent of South African companies cite skills shortages as a direct barrier to transformation. We must invest in a “transformation engine”, a dedicated capacity that can plan, govern, and execute at pace while staying adaptable.

This includes establishing a permanent Transformation Management Office (TMO) to anchor and coordinate change. This office should be treated as a core business function, on par with Finance or HR, giving the transformation a consistent “heartbeat” and the mandate to deliver over a multi-year journey.

Cultural resistance is a universal challenge, but it is acute in sectors where legacy practices are deeply entrenched. Transformation cannot be a one-dimensional internal communications exercise. It requires converting awareness into genuine belief and ownership at every level of the organisation.

Without fostering this deep-seated commitment, organisations risk the fatigue and mistrust that often derail even the most technically sound programs.

South Africa sits at the centre of a fundamental reset.

The global energy transition requires emerging markets to raise annual clean-energy investment from $770 billion to $2.8 trillion by the early 2030s. Locally, the Integrated Resource Plan (IRP) targets a massive scale-up of renewables, from 17 GW to more than 45 GW by 2030, yet we face a $98 billion funding gap despite the $11 billion mobilised through the Just Energy Transition Partnership (JETP).

To navigate this, we advocate for a “two-phase” roadmap: first, strengthening our existing infrastructure by leveraging natural gas as a critical bridge to ensure energy security; and second, scaling up renewables and storage at the necessary magnitude.

This approach ensures industrial and mineral resilience, connecting our critical mineral wealth, the “Minerals to Megawatts” concept, to the global energy transition while protecting local value chains.

As we engage in these debates at the Africa Energy Indaba, our focus must remain on the “how-to”.

Transformation is inevitable; the question is whether it becomes an ongoing source of strength or a recurring struggle. By grounding our journey in these proven success factors, unified vision, purpose-built governance, dedicated capabilities, and a change-ready culture, we can build a resilient energy landscape that is future-fit and capable of adjusting as conditions evolve.