When to Stop a Transformation Program
When to Stop a Transformation Program Most transformation failures come from continuing too long. Learn the five board-level tests every CEO and CIO should apply before investing further. "The most difficult transformation I ever led wasn't the one that failed. It was the one I chose not to finish." The room fell silent. Months of planning had gone into the programe. Hundreds of people were involved. Significant capital had already been committed. Every dashboard showed progress. Every steering committee meeting ended with another milestone achieved. Then I recommended reducing the scope. Not because the programme was failing. Because the business had changed. That recommendation was far more controversial than cancelling an unsuccessful initiative would have been. Cancelling failure is easy to explain. Scaling back something that appears to be succeeding is much harder. Over three decades leading enterprise technology across industries and geographies, I have learnt that...