Make change stick:

Why 79% of transformations stall on paper and how high-performing organizations turn strategy into everyday execution

About the Research

Transformation is no longer a periodic event, it’s the permanent condition of modern business. Yet across global enterprises, major change initiatives continue to face a familiar challenge: roadmaps launch on schedule, but long-term value fails to embed.

Based on an independent global study of 800 senior business, transformation and HR leaders, this report investigates the unseen frictions that cause change programs to stall. 

It demonstrates that while technology provides the capability for change, long-term success relies on the behavioral adoption of the people expected to deliver it.

What transformation budgets get wrong
Data on how organizations allocate spend across technology vs. behavioral adoption and the exact support channel representing the study's loudest complaint for underfunding.

The four core behaviors of high-performing change organizations
The specific, coachable manager habits that separate those that transform successfully, to those who fall short. 

How distance from the decision influences organizational readiness 
Why change readiness declines steeply the further away from decision makers and the measurable impact of supporting your people before change initiatives launch.