Reframing the psychology of organizational change helps leaders move from control to co-creation, enabling power-with models that thrive in complexity.

There’s a now-famous statistic from McKinsey & Company, stating that 70% of change efforts fail. Their research also shows that these failures are largely due to “employee resistance and lack of ...

Research from McKinsey shows that around 20% of a transformation’s value is lost after technical implementation and that change programs often fail due to employee resistance. Organizations of all ...

Transformation programs have become ubiquitous, with more than one-third of large organizations engaged in some form of transformation at any given time. But the conventional model that most companies ...

A strategy-centered approach to change management is critical to executing organizational shifts that align with business priorities and drive impact. But because many strategic plans prioritize the ...

“Seventy percent of corporate transformation efforts are doomed to fail.” International change leader and Harvard Business School professor Dr. John Kotter made this dire assertion more than 25 years ...

Misalignment of perception is the main cause of failed organizational transformation initiatives. The solution is to architect a new system dedicated to creating clarity. Stop solving problems from ...