Business transformation has a gloomy performance history.

In 1996, John Kotter said only 30% of large-scale change projects succeed. It’s suggested this was a ‘finger in the air estimate’ that gained remarkable traction. However, further research since has added more evidence for Kotter’s estimate.

In 2014 the BTA studied 13 major change projects and found the same disappointing 30% success rate. That the success rate has remained unchanged for a generation, with no shortage of analysis and learning available on the topic, is remarkable.

Organisations that analyse the experience of others should be better equipped to avoid their mistakes and create an environment in which transformation can happen successfully.

Yet few seem to be very good at it.

Business transformation requires change that can take different forms such as:

  • Changes in organisational structure
  • Implementing common and consistent processes
  • Harnessing new technologies and systems
  • Creating new roles and responsibilities
  • Developing new skills. 

As discrete activities, each will test your comfort zones. Linked together to transform the organisation, they have a substantial impact on people and the workplace.

How do we reduce complexity while bringing together the different elements of change?

Our latest research report, a thoroughly updated version of Business Transformation – Why do we keep on getting it wrong? – looks at the most common reasons for business transformation failure.

It’s a practical guide, not a dry analysis, providing more than 20 ways in which your organisation can learn from the mistakes and best practices of others.

We’ve done the analysis so you don’t have to. Download the report by clicking the link below.

Business Transformation – Why do we keep on getting it wrong?

We hope it helps.

And if you think we can help you with your business transformation programme, please get in touch.

report download: why business transformation fails
David Cruise