One of the greatest risks to strategic change is that executive attention moves on after the program is chartered. It is not enough for sponsors to develop strategy and then turn the program over to the implementers. However, when the focus is on tactical delivery, it is easy for leadership to move on to the next set of problems before sustained value is realized. To keep sponsors engaged, program leaders need simple, yet powerful ways to communicate the importance of executive engagement throughout the journey.
Although each program is unique, many transformation efforts share fundamental challenges. These are often the result of leadership and management issues rather than technical skill deficits. One of the insights from the study of program failure is that the most influential factors are centered on aligning executive and user stakeholders around objectives, support, and adoption rather than technical implementation skills.