Does your Board Lead or Spectate When it Comes to Strategic Transformation?
By Patrick Dailey and Joel Koblentz
Transformation is one of the most challenging competencies a board must master. McKinsey & Co. estimates that 70 percent of transformations fail to achieve their objectives. Yet board and management teams instinctively know, change is unavoidable and transformation is compulsory.
Companies including Macy’s, JC Penney, The Limited, Yahoo, Hewlett-Packard, Yellow Taxi, and many, many others have “failed” transformation while “out of nowhere” disrupters advance. Playing catch up is rarely successful and typically leaves a wake of dispirited leadership teams, disillusioned investors, and eager activists.
It seems too few boards take seriously the role of proactively “making over” their companies. Except for responding to major crises, transformation has been largely left to senior management to strategize and implement. Other than performing an advisory or approval role, boards have often taken the “back bench” in critical transformational decisions.

