A culture of continuous improvement is crucial to organizational performance and survival. We may not know what changes will be coming with reform and other changes in our industry, but we do know we need to build the capability to deal with whatever does. That's why continuous improvement should be built into our cultural pillars.
Yet most reports, such as John Kotter's classic Harvard Business Review article "Leading Change: Why Transformation Effort Fail," show that few attempts at fundamental change are very successful, a few are utter failures, and most fall somewhere in between, with a distinct tilt to failure. Many people cite a lack of leadership from the top as the primary reason for failure in transitions. Few discussions address the root cause. Why aren't leaders on board? Why doesn't culture change? How do you change culture? Get to the roots of resistance by asking, "Why?"