The document discusses factors that determine the success or failure of corporate strategic initiatives and organizational change. Some believe external factors like the economy are key, while others point to commitment from senior executives or a company's culture. However, the document argues that there is truth to all these perspectives, and that successful change depends on overcoming common challenges like lack of resources, internal resistance, and an inability to anticipate market trends. It also notes that as a consultant, the author has seen many projects that should have succeeded ultimately fail due to being sidetracked, under-resourced, or delayed, representing significant wasted costs.

1. POPULATE
Individual
Resistance
Employees
W
H
Y
W
HO
CRUSADE
Organizational
Change
Extended
Team
W
H
Y
W
HO
MOBILIZE
Business
Needs
Key
Executives
W
H
Y
W
HO
Leading Business Change
A Practical Guide to Transforming Your Organization

2. Leading the Journey to Success
Some believe that the success or failure of a new corporate strategy depends on external
factors, such as an economic downswing or new industry regulations.
Some believe that success or failure depends on how committed the senior executives are
to the project and whether they allocate sufficient resources to see the initiative through.
Others believe the company’s culture determines whether a new strategic direction is
adopted or abandoned, thinking that the more dynamic the company is, the more open it will
be to change.
Still many others see the company’s leaders as the core determinant. Some are visionaries
who see market trends early on and get there ahead of the competition; the strategic change
ultimately succeeds because they saw how to be in the right place at the right time.

3. There is an element of truth in every one of these perspectives. The global recession
derailed many corporate initiatives, for instance. It is a fact that many senior managers do not
fully appreciate how complex it is to change companies’ processes. Plenty of companies are
mired in “the way it’s always been done.” Visionary Steve Jobs aligned his company with the
market before the market even existed.
I know firsthand that all of these elements play a role in the ultimate success or failure
of turning corporate strategy into reality. But, every strategic initiative faces these challenges.
Every project I know of was affected by the companies’ macroenvironments. Nearly every
project needs more resources than were originally allocated. Every project faces internal
resistance. Companies rarely have prophetic visionaries who can anticipate the market.
As a consultant, first with McKinsey and then Deloitte, I witnessed how projects that should
have been successful became sidetracked, merged with other initiatives, were tabled until “a
better time,” or outright declared a failure. These initiatives represent hundreds of millions of
euros in wasted effort and millions more in unrealized potential.