I would like to add (These are views based on my experience):
- Not having a Change Strategy: Yes, it may seem strange, but many times, changes are implemented without a strategy in place. Orgs may have a Why, an organizational goal perhaps, but not a strategy for How they are going to go about it. This results in parachuting a bunch of consultants / coaches, waiting for miracles to happen, and dip checking every now and then to craft metrics around these "miracles".
- Big bang change: Planting seeds / catalysts of changes is one way to ensure the practices inspire others to create an environment of pull. Many times, either due to commitment to market, or for another reason, companies end up "creating work" for the engaged consultants / coaches instead of a judicious, methodical and carefully planned approach to chose the initiatives.
- Unwilling / ignoring / hoping to clear roadblocks / blockers to organizational change. During organizational transformation, as and when the organizational blockers keep surfacing, it is critical to clear them. If not, their presence
