All in Strategy & Transformation
The journey from recognizing the need for change to building a world‑class operating model is rarely straightforward. Yet organizations that ground their transformation in a clear understanding of why change is required, what constraint is driving the challenge, how design thinking can broaden the solution space, and where accountability should reside ultimately create structures that are both stable and adaptive.
Urgency is the catalytic energy that turns intention into motion; it is the difference between a program people attend and a movement people own.
Despite the abundance of data, many business leaders struggle to achieve the desired outcomes in terms of cost, time, benefits, quality, and risk management.
Leading a transformation programme is a complex and multifaceted endeavor that requires a blend of strategic planning, effective team management, and adaptive execution. Successful transformation programme is characterized by their ability to align diverse stakeholders, mitigate risks, and deliver on ambitious goals.
The world of transformation management has evolved significantly. Though today’s leaders use artificial intelligence techniques to predict outcomes, transformation remains challenging and unruly. Kotter (2006) says, “Most major change initiatives – whether intended to boost quality, improve culture, or reverse a corporate death spiral – generate only lukewarm results. Many fail miserably” (p. 1).
Empirical evidence and academic research show that transformation programmes almost always make problems worse than they already are. No matter how they are framed and organized, transformation programmes regularly fail: outcomes are unpredictable and horror stories are common. What is the solution? How should leaders cope with these problems?
