What if organizations are not failing to transform because people resist change, but because the organization itself preserves the conditions that make transformation difficult?
We ask for speed, but preserve approval layers.
We ask for autonomy, but preserve centralized authority.
We ask for innovation, but preserve risk aversion.
We ask for learning, but still penalize error.
We ask for collaboration, but preserve local incentives.
Perhaps the real transformation gap lies somewhere else.
What do you think?
I explore this question in The True Gap in Organizational Transformation:
<a href="https://www.projectmanagement.com/blogs/59...op">The True Gap in Organizational Transformation</a>
