Stagnation can be the death knell of a business, but lasting and successful change can be the corporate equivalent of climbing Mt. Everest. Among the more common obstacles to setting a new path are "change fatigue," lack of resources to make the change ongoing, and the exclusionary nature of many efforts, for example, when only managers are involved. In an effort to get a better understanding of the dynamics involved in corporate change initiatives, Booz and Company conducted a survey of more than 2,200 executives, managers, and employees. The particular focus of the survey was the role of culture as companies transform themselves.

The study emphasized the need for companies to take a more holistic approach and to work within a company's culture in implementing change. Other key findings of the study are:

  • 84% agree that their organizational culture is critical to business success
  • 60% say culture is more important than strategy or operating model
  • Too many competing priorities are the primary barrier preventing sustainable change
  • The primary reason for employee resistance to change is skepticism bred from past failed efforts

Review an executive summary of the report.