Leaders rarely insist on a definition of success that holds anyone accountable.
As a result, transformation is declared successful when programs go live on time and on budget —
even when strategic intent, operating models, and behavior remain unchanged.
When pressed, explanations offer abstractions: culture, resistance, complexity, change fatigue
This is not a motivation problem.
It is not a communication problem.
It is not a failure of effort.
This is a readiness problem.
Without Enterprise Readiness, failure remains predictable.