The high cost of fragmentation: why complex projects fail before they even begin

An increasing number of organizations—companies, cooperatives, governments, and developers—face a common challenge when advancing transformation projects: fragmentation. It is not a matter of lacking intention or vision, but rather a structural difficulty in aligning design, execution, technology, and operations within a single strategic framework.

When a project is managed by multiple actors who do not share a common governance structure, the risk of inefficiencies grows: coordination times increase, implementation errors multiply, and sustaining long-term impact becomes more difficult..

“One of the main mistakes we make as a country is thinking that hiring many different parties guarantees control. What we need is not more contracts, but greater coherence. Fragmentation not only slows things down, it also reduces the quality of what we deliver,” says Verónica Meyer, President of Relevant Holding.