Succeeding at Corporate Transformation

Corporate history is littered with examples of organisations that were unable to change their destiny. It’s often said that the majority of strategies fail to deliver their intended outcomes — that 80% of mergers and acquisitions actually destroy shareholder value rather than increase it, and that only 5% of large-scale transformation programmes are successful. Our Point of View is that most corporate transformations fail for a fundamental underlying reason, which is that the forces that ultimately determine the destiny of an organisation are either not recognised or their influence underestimated. Only by understanding these forces, can informed choices be made on what needs to be put in place in order to increase the chances of a successful corporate transformation.

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David Trafford
Peter Boggis