More than 80% of organizational change initiatives fail.
Mostly, the finger tends to be pointed either at ‘hard’ issues such as the mechanisms of project management or at ‘softer’ targets like communication, culture and engagement.
- But what role does the cognitive capability of the senior executive team play in determining change program success or failure?
- How can you be sure that the people who sponsor and lead large-scale transformational change programs can think ‘big enough’, are ready to handle the complexity of that challenge?
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