Drift is when a project looks busy but isn’t moving in the right direction. Reports are written. Meetings are held. Milestones are ticked off. Yet the real problems remain untouched.

Decisions are deferred.
Risk is acknowledged but not owned.
Accountability thins out until no one is responsible.

Nothing is bad enough to force action — so nothing changes.

Drift is comfortable. It avoids confrontation. It keeps the status green and the governance intact. And in many organisations, it’s quietly rewarded.

By the time drift becomes visible, it’s usually too late. The budget is committed. The schedule is politically locked. Recovery becomes expensive and public.

Real project leadership is interrupting drift early — before it’s catastrophic. Calling out uncomfortable truths. Owning decisions instead of managing optics.

That’s what this publication is about.
Not reports. Not theory. Delivery.