Nearly every organization is grappling with huge strategic challenges, often with a need to reimagine its very purpose, identity, strategy, business model, and structure. Most of these efforts to transform will fail. And, in most cases, they will miss the mark not because the new strategy is flawed, but because the organization can’t carry it out.
My experience in working and studying corporate transformations points to the six common interrelated reasons for failures — I call these hidden barriers. Leaders often don’t know — and sometimes do not want to know — about hidden barriers that stand in the way of their institution’s transformation. People do not speak up about these barriers, fearing career derailment and even firing (think Boeing, Wells Fargo, Volkswagen, and many others). That in turn makes it impossible for senior teams to learn about barriers and change them.
Author: Michael Beer
Source: Harvard Business Review
Subjects: Management, Organizational Behavior, Strategy