Learning From Project Failures: How Internal Failures Can Accelerate – or Set Back – Innovation
- Tracwater
- Nov 20, 2025
- 4 min read
4th SWAN APAC Workshop Round Table Outcomes, 10th November 2025
Prepared by: TracWater Pty Ltd
Published by: Smart Water Networks Forum (SWAN)
The 4th SWAN Asia-Pacific Workshop was held in Sydney on the 10th & 11th November 2025. SWAN is a global not-for-profit organisation that runs events like this one to bring everyone in the water industry together, regionally and globally, from water experts to utilities, researchers and young water professionals to aid the digital transformation. The workshop provided a supportive, non-competitive environment where participants could share their experiences, lessons learned, project challenges, and the innovative changes currently being implemented across the sector.
This year’s workshop featured keynote presentations, panel discussions, and interactive “Tipping Point” strategy sessions. TracWater’s Managing Director, Len McKlevey, moderated one of the round-table discussions together with Andrea Thayer, Commercial Support Advisor from Mackay Regional Council.
Their session tackled the tough topic:
Learning from Project Failure: How can failures accelerate innovation rather than set it back?
This roundtable session brought together senior practitioners from across the water sector – including large and small utilities, engineering consultants, experienced water technology companies, and project delivery leaders responsible for initiatives ranging from small pilots to multimillion-dollar deployments. The group examined how internal project failures arise, what impact they have on innovation, and how organisations can transform setbacks into opportunities for accelerated technological advancement.
Our discussion centred on two core questions:
What do we learn when projects do not go to plan?
How can internal failures accelerate innovation rather than hinder it?
Below is the synthesis of the key themes, failure modes, lessons, and practical strategies identified by participants.
1. How Internal Failures Emerge
1.1 Undefined Objectives and Outcomes
A recurring root cause of project failure is the absence of clearly articulated measurable
objectives before initiating a technology project. When purpose and deliverables are
vague or undefined, project teams face:
Missed or unrealistic milestones
Late-stage user needs that cannot be met
Predictable negative outcomes that were not addressed in advance
1.2 Cumbersome Internal Governance
Overly burdensome internal governance processes stall momentum, fragment
responsibilities, and obscure project ownership – especially when new technologies or
processes are being adopted.
Key decisions are delayed or avoided due to external influence or lack of clarity.
Projects can stall indefinitely, undermining innovation and discouraging adoption of new solutions.
1.3 Lack of Transparent Agendas and Communication
Failure to observe basic project-management discipline often reveals a deeper issue:
unclear agendas and misaligned expectations. This manifests as:
Communication breakdowns
Responsibility confusion and delays
Slipped timelines and inconsistent reporting
Critical information held by management or consultants that is not shared with delivery teams
1.4 Inadequate Resourcing for Innovation Projects
Projects involving new technology require more than standard project management.
They need:
A clearly empowered project champion
Strong leadership sponsorship
Early identification of failure triggers
The ability to motivate and unite the team in navigating rapid pivots when required
2. Steps to Prevent Internal Failures in Innovation Projects
To reduce the risk of setbacks and ensure innovation accelerates rather than stalls,
organisations should implement the following practices:
2.1 Embed the Right Expertise
Ensure the project leadership and delivery teams are staffed with individuals who
possess the relevant technical, operational, and decision-making expertise.
2.2 Define a Clear Decision Framework
Project teams must operate within an agreed, transparent decision-making structure
that enables fast escalation and resolution.
2.3 Improve Reporting and Feedback Loops
Early detection of unintended impacts requires:
Frequent reporting
Rapid feedback mechanisms
Acceptance of iterative course corrections
2.4 Enable Flexible, Delegated Leadership
Project leaders must have:
Authority to adjust team roles and personnel
Freedom to act without undue interference
Accountability for outcomes – but also the freedom to respond dynamically as new challenges emerge
2.5 Encourage Full Information Transparency
All relevant information – technical, operational, contractual, and financial – must be
made accessible to the delivery team. Lack of visibility is a primary driver of avoidable
mistakes.
3. Turning Failure-Informed Insights into Innovation Acceleration
3.1 Strong, Visible Sponsorship
A successful innovation project depends on a senior sponsor or "project champion"
who holds clear accountability for both project outcomes and team performance.
3.2 Treat Failure Planning with the Same Discipline as Success Planning
Teams must actively plan for foreseeable failures, not just ideal outcomes. This
includes:
Pre-defined contingency plans
Documented risk triggers and response protocols
Reviews of past industry project failures to avoid repeating them
3.3 Integrate Lessons Learned Into Organisational Knowledge
Every project – successful or not – generates valuable knowledge. When captured
properly, this creates:
Faster pathways for future innovation
Stronger organisational resilience
Improved capability to integrate new technology
A culture that supports experimentation and adaptation rather than fear of failure
4. Key Takeaways
1. Strong Sponsorship is Essential
A clearly empowered project champion with delegated authority is critical for innovation success.
2. Failure-Informed Innovation Can Be a Strategic Advantage
Foreseeing and planning for potential failures accelerate learning and reduces disruption.
Using failures as learning tools helps balance innovative ambition with operational continuity.
3. Robust Technology Projects Advance Industry Knowledge
Transparent documentation of missteps and learnings contributes to faster technology adoption.
Project teams operating under supportive leadership are more capable of delivering transformative solutions.
Conclusion: Embracing Failure as a Catalyst for Innovation
When project failures are acknowledged openly and treated as opportunities for
structured learning, organisations can significantly accelerate their innovation cycles.
The water industry – facing unprecedented challenges and transformation – benefits
most when leadership fosters an environment that rewards investigation, resilience,
and adaptation.
“Every failure plants the seed of future success – if we listen, adapt, and act together.”
