Too many sponsors, steering committees that only listen, a PMO staffed with junior profiles, no consequences for missing targets. Each is a symptom of the same problem: poor governance. Governance isn't administrative overhead. It's a leadership signal.

Many transformations look successful on paper — milestones met, steering committees satisfied — until the expected business benefits fail to materialize. The difference between tracking activity and tracking outcomes comes down to choosing the right KPIs from the start.

Nearly 70% of transformations fall short of their targets. The most common cause isn't a flawed strategy — it's the absence of any structure to enforce execution discipline and track whether business benefits actually materialize.