The 70% Failure Rate: Why are most Business Transformations STILL getting ‘Lost’? – Interview Rupert Brown

McKinsey’s infamous stat haunts every executive: 70% of all change management efforts fail. Despite decades of expertise, this number seems frozen in time. Why?

In the 35th episode of the Leadership 2.0 podcast, I sat down with a true transformation veteran, Rupert Brown, author of the eye-opening book, ‘Lost in Transformation’.

Rupert is an experienced Chief People Officer and change management specialist with deep expertise in M&A, digital transformation, and turnarounds, having advised giants like Procter & Gamble and Maersk.

This wasn’t just a discussion of tactics; it was a candid, emotionally intelligent discussion on how Transformations can be handled better.

Tune in to learn about:

  • Why Transformation projects continue to fail
  • The difference between Change and Transformation
  • The Bad Reputation of the word ‘Transformation’
  • Why we still struggle with Change Management  
  • In-Groups and Out-Groups in Change Management Processes  
  • Chief Acceleration Officers
  • Trust is Energy
  • Crises as Catalysts for Change
  • The impact of our Permacrisis on Change Management 
  • Behavioral Skills to cope with the BANI world’
  • Change Management and AI

If you’re leading a transformation—or struggling to survive one—you can’t afford to miss this. Rupert delivers the hard truths and the practical guidance needed to shift from ‘being Lost’ to becoming ‘the Leader of change’.

► You can watch or listen to a podcast with our conversation on:

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A successful corporate culture change requires leaders to be the change they want to see

Culture change is firmly back on the map! More and more companies are starting to reflect (again) what their culture is and what it should be.

More often than not, such a culture review is initiated by the CEO. The reason is that CEOs have a unique position in organizations: they often see both the current performance of the organization, as well as its unrealized potential. In case CEOs do not see this unrealized potential themselves, their Supervisory Boards, analysts and (activist) shareholders will point it out to them quickly enough.

Unrealized potential

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