The Core Reason for Enterprise Transformation Failure, According to Jason Averbook

In a recent LinkedIn post, Jason Averbook discusses the pervasive issue of enterprise transformation failures, attributing them not to technology, strategy, or resistance, but to a systemic breakdown of belief within organizations. Averbook uses the context of Martin Luther King Day and the ongoing events in Minneapolis to draw a parallel between societal resilience and organizational transformation, highlighting that even in difficult times, people continue to show up when they believe their presence matters.

Averbook poses a critical question that bridges his observations: “why do 70-88% of enterprise transformations fail?” He asserts that the root cause lies in how organizations treat their employees during change initiatives.

“It’s that we’ve systematically broken belief.”

According to Averbook, organizations often undermine the very belief necessary for transformation to succeed. He elaborates on how actions can contradict stated intentions, leading to employee disillusionment.

The Five Wounds That Kill Belief

Jason Averbook identifies several key ways in which belief is eroded within an organizational setting. He argues that these actions, often unintentional, create an environment where transformation efforts are set up for failure from the outset.

Actions Undermining Past Contributions

Averbook points out that asking employees to transform while simultaneously signaling that their past contributions are irrelevant is a significant blow to morale and belief. This can make individuals feel that their efforts and experiences are devalued, hindering their willingness to embrace new directions.

Change Layered on Exhaustion

The post highlights another critical failure point: implementing change initiatives on top of already exhausted workforces without adequate support or consideration for their current workload. Averbook states, “We layer change on top of exhaustion and call it strategy.” This approach, he suggests, is a recipe for disengagement rather than successful transformation.

Punishing Early Adopters

Furthermore, Averbook criticizes the practice of penalizing employees who are the first to embrace and champion change. “We punish the people who try to go first,” he writes, suggesting that this creates a chilling effect, discouraging others from taking initiative and fostering a culture of risk aversion.

“We ask people to transform while our actions tell them their past didn’t matter.”

Rebuilding Belief for Successful Transformation

Averbook emphasizes that rebuilding belief is not a secondary outcome of good communication but a fundamental prerequisite for any transformation to be successful. He argues that true change requires a deliberate effort to restore trust and validate employees’ experiences and contributions.

“Because belief isn’t a byproduct of good communication. It’s the prerequisite for transformation to take hold at all.”

The core message from Averbook’s post is a call to leaders to be more mindful of the human element in organizational change. By understanding and addressing the “wounds” that break belief, leaders can create a more fertile ground for transformation initiatives to not only take hold but also succeed. He concludes by directly addressing leaders, stating, “If you’re a leader asking your people to change, this one’s for you.” Averbook’s insights underscore the importance of fostering a culture of trust and validation as the bedrock of any significant organizational shift.