According to HBR corporate transformations still have a miserable success rate. In fact studies have shown that about 75% of change efforts fail. They fail to either deliver the anticipated benefits or are abandoned altogether.
Flawed implementation or bad execution are often to blame for such failures. However, analysis has shown that misdiagnosis is equally to blame. Often organizations pursue the wrong changes - and in a fast-moving business world it is easy to make wrong choices.
Organizations hardly spend the time and energy to identify and drive alternatives - and even if they make time, it is not necessarily in a collaborative way involving the right stakeholders. It is critical that executive teams figure out not only what to change, but what to change first - and what the priorities are. An innovative engagement process is designed to obtain collaboration the from the entire executive team or stakeholder basis to develop creative ideas, understand the data, set priorities and hold the team accountable for delivery. In addition, it gives leadership the responsibility to provide tools required for delivery.