Most transformations disappoint. Here’s how to succeed

Transformation leaders agree: The most challenging aspect of a business transformation is generating and maintaining organizational energy. In recent interviews with experienced senior executives, we explore how to maintain momentum, celebrate wins, and acquire, develop, and retain the talent critical to transformation success.

Many factors can derail a transformation, and sometimes they can be hard to see. Leaders must beware of “watermelon” facets of a project—green on the outside but red at the core. Our data reveals three common value destroyers and shines a light on the data-based practices that will help you build better transformations. Plus, our deep client experience reveals how a “test, learn, fail fast” approach will have you rethinking what “failure” really means.

As you may have guessed, that’s a rhetorical question. Our data finds that large-scale change efforts achieve 24% more of their intended value when overseen by a dedicated chief transformation officer. It’s a complex role—five roles, actually: strategic architect, integrator, operator, coach, and controller. Often, CTOs are in the role for the first time, with no predecessor to lean on or learn from. The right mentorship can have a huge impact on the CTO’s ultimate success.

Our recent article in Harvard Business Review, “Transformations That Work,” continues to generate a lot of buzz. We explore essential lessons from companies that have bucked the odds and joined the aforementioned 12% of companies that achieve strong, enduring results from major change programs. Among the things they get right: thinking in terms of aspirations, not just targets; driving change from the middle out; and making sure you have the funding you need (hint: you’re very unlikely to get it through cost-cutting measures).

Action. Results. Collaboration.