Some people run the business. I change businesses. I’ve spent 25 years solving complex problems—leading and advising on major transformation efforts - and one thing still puzzles me: How is this still a problem? We already know how to solve this. There are proven practices. Established playbooks. Principles - undeniable truths - that work. And yet… Projects go red. Programs stall. “Transformation” efforts quietly fail - most of the time. The Uncomfortable Truth Let’s call it

Why Leadership — Not Frameworks — Determines Transformation Success Most enterprise transformations don’t fail for the reasons we like to cite. It’s not usually the framework. It’s not the teams. And it’s rarely the tooling. The uncomfortable truth is this: transformation fails because the leadership function cannot keep up with the cognitive demands of the system it is trying to change. The Hypothesis Across industries, organizations have become highly competent at execution