“In a time of an ever-accelerating pace of change in business and the broader world, it’s never been as important as it is now to execute and build capabilities in major transformation programs. And guess what? We’re finding that it’s even harder to do this than we thought. Only one in eight survey respondents say their companies are actually managing—and following through with—top-performing transformations.”
“The later stages of [a] program—including execution—introduce the most risk to a transformation’s outcome. Rigor, skill, and passion are critical during execution and to the entire transformation journey, which can involve lots of ups and downs. That is why the CEO and top management should remain committed from start to finish and ensure that their people also bring the same focus and commitment.”
“To succeed in a transformation, companies must find a way to create and then reinforce the capabilities that will maintain their gains over the long term. To do so, they must balance effectiveness with efficiency while maintaining a focus on their people, as well as on performance. This will empower employees to drive and sustain change no matter what the circumstances of the transformation are.”
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