The Resistance Paradox: Why Successful Transformations Don't Avoid Friction - They Navigate It
Data from 303 engineering executives and change agents reveals that 82% of initiatives succeed despite 77% facing significant resistance - and the specific activities that separate outstanding outcomes from merely strong ones.
Key Findings
A preview of what the data reveals
of organizations achieve strong or outstanding success in their change initiatives
experience moderate, high, or extreme resistance during transformation
cite people-related challenges as the most difficult part of engineering transformation
of outstanding organizations use prototyping workshops, compared to only 50% of limited-success organizations
What You'll Learn
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About the Research
Based on findings from a survey of 303 engineering executives and change agents across aerospace, automotive, heavy equipment, and industrial machinery industries. Respondents span North America and Europe.
