Good Strategy, Bad Execution

Numerous studies are now showing that 65% - 85% of attempts to use process improvement or reengineering have yielded "mediocre, marginal, or failed results"! There are many reasons for failure. We find these are the most common causes:

  • An internal rather than a customer focus
  • Senior executives aren't providing active leadership
  • Teams narrowly improve micro processes that have little strategic value
  • Teams make changes that (often unknowingly) create problems elsewhere
  • Improvement activities aren't linked to key organization objectives
  • Specialists/consultants don't involve the people who implement the changes
  • A culture of distrust and fear creates resistance to change
  • Teams and their leaders aren't well trained and supported
  • Organization structure and systems aren't aligned with process changes
  • Core macro processes and their many micro processes aren't well mapped