What can go wrong when trying to transform an existing organization?
Attempts to break out of active inertia can derail for any number of reasons, including time pressure, lack of resources, or just plain bad luck. But patterns of failure do emerge. In studying transformational efforts, I have observed a small number of common mistakes that managers consistently make. I call them the seven deadly sins of transforming commitments because any one of them can kill a transformation. Most are errors of commission-actions that managers should not have taken but did anyway. Others are errors of omission-actions that a manager should have taken but failed to. The seven deadly sins are: 1) repeating what worked last time; 2) failing to run the numbers; 3) not sweating the details; 4) delegating the hard work; 5) “half-tackles”-recognizing problems that arise but failing to act on them; 6) ignoring core values; 7) sticking with a transformational commitments past their sell-by date. In the book, I illustrate these common mistakes with examples including Enron, Ar
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