Why transformation efforts fail (redux)

From Bain and Co.:

When the Front Line Should Lead a Major Transformation

A Bain & Company survey of 250 large companies executing transformations found that only 12% actually achieved what they set out to accomplish. Some 38% failed by a wide margin, capturing less than half of the value they initially targeted. And 50% settled for a significant dilution of results. The disturbing implication: Over time, too many organizations unwittingly wind up accepting mediocre performance.

I've blogged about this before:

Why corporate change is hard and failure almost inevitable I

Why corporate change is hard and failure almost inevitable II

Why corporate change is hard and failure almost inevitable III

Waiting for our Clausewitz I

Waiting for our Clausewitz II