"Companies often hire new leaders to spark transformation, yet without structural support, even the boldest individuals tend to revert to established norms."
"This challenge is typically rooted in systemic factors rather than shortcomings in personal performance."
"New leaders encounter intense pressure to conform to a business's unspoken rules, which may directly oppose their official mandate to act boldly."
Companies hire new leaders to drive transformation, yet organizational structures often undermine that intent. Without clear decision rights, aligned incentives, access to resources, and supportive processes, new leaders face systemic barriers to change. Intense pressure to conform to unspoken rules and existing norms pushes even bold individuals toward established practices. Failures to transform commonly stem from structural constraints rather than individual shortcomings. Successful transformation requires changing governance, incentives, performance metrics, resource allocation, and signals from top leadership to sustain new behaviors. Allowing time, protecting new leaders from short-term performance demands, and removing blocking processes help translate mandates into durable change.
Read at Harvard Business Review
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