Most transformation programmes do not fail in the boardroom. They fail in the eighteen months that follow — in process design, data, systems and adoption.
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The article will examine the common failure points between strategic intent and operational delivery: unclear ownership, under-scoped data work, systems configured around idealised processes, and change fatigue in stretched teams.
It will close with a practical checklist boards and CFOs can use to test whether a transformation programme is genuinely set up to deliver.
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