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.
The statistics on business transformation failure are overwhelming. For technology implementations in particular, and where the stakes may be highest, studies consistently report that over half (and up to three-quarters) of all programs will fail to meet stakeholder expectations. Caveats aside, though, one conclusion seems inescapable: something is fundamentally broken when program executive are unable to successfully execute on their business capability goals three out of four times. The consistent trend toward failure is a clear message that program leaders need to get serious about how they ensure the success of their efforts.