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A familiar statistic continues to haunt transformation leaders:

~70% of complex change initiatives fail — missing timelines, overrunning budgets, or failing to deliver business value.

The explanations are familiar too:

• Technical delivery issues
• Resistance to adoption
• Weak change management
   

So organizations respond by:

• Launching bigger programs
• Investing more in change frameworks
• Adding communications, training, and engagement layers
   

And still, the outcome doesn’t change.

Change management is often asked to solve problems it doesn’t control. When organizations aren’t enterprise ready:

• Decision rights are unclear
• Ownership is fragmented
• Priorities shift midstream
• Accountability is diffuse
   

Change management doesn’t fix these issues.

It exposes them.  It amplifies them. Across the entire organization.

That’s why large change initiatives feel:

• Expensive
• Frustrating
• Exhausting
   

Not because change management failed —
but because it was deployed into a system that wasn’t ready to change.

When change struggles, organizations often respond with scale:

• Bigger programs
• More funding
• More governance
   
• More coordination
   

But a big project doesn’t create clarity.

It doesn’t stabilize ownership.
It doesn’t align priorities.
It doesn’t resolve structural ambiguity.

It simply makes existing dysfunction visible at enterprise scale.

Change management works best when:

• Decisions are already clear
• Ownership is already defined
• Strategy and delivery are already aligned
• Leaders reinforce behavior consistently
   

Without those conditions, change management becomes:

• A buffering layer
• A translation function
• A shock absorber
   

Asked to compensate for structural gaps it cannot close.

This is especially visible in digital and AI transformations.

Technology teams are often blamed for:

• Slow adoption
• Limited value realization
• User frustration
   

But technology cannot outrun enterprise unreadiness.

The tech team can’t be effective until:

• The business is ready
• Ownership is clear
• Ways of working are stable
• Leaders are aligned
   

Change management doesn’t create readiness.

It depends on it.