Most change initiatives fail. Two independent studies recently published by Arthur D. Little and one by McKinsey & Co. found that out of hundreds of organisations embarking of major change initiatives, about 70% "grind to a halt because of their failure to produce hoped-for results". Organisations do not have a very good track record in sustaining significant change. A key reason for this we believe is due to the leadership’s ability to change the culture and environment in an organisation so it is conducive to achieving the step changes required, and not limiting – this is the core capability of Achieve Breakthrough.

When you are able to create an environment where people feel comfortable to share their views, without fear of contradiction or invalidation, people are open to naturally expand their worldview.

Traditional approaches to change/transformation and implementation focus on the tangible elements of business (new processes, structure, systems and strategies), and little work is done below the waterline on the more intangible elements (attitudes, behaviours, mindsets and perceptions of people). It is the intangible elements, however, that govern the success of any programme, business plan or strategy. The power comes when you focus on the intangibles and tangibles in equal measures then you have sustainable change and great results.