Why do enterprise transformations lose momentum when the strategy, budget, and technology all appear to be in place?

In this episode of Consulting the Future, I speak with Dr. Koby Glass of IDEA Consulting Experts about the operating model problems that quietly stop large programs from delivering. Koby has spent over 20 years entering distressed transformations, stabilizing the work, and designing systems that allow organizations to move from strategy to execution.

His diagnosis begins with friction rather than failure. Decisions remain unresolved, steering committees spend their time refining status reports, every initiative becomes priority number one, and the same people are spread across too many programs. Koby calls one version of this “governance theater,” where executives describe a problem through increasingly polished slides without removing the blocker that keeps teams waiting.

We discuss Koby’s 24, 48, and 72-hour decision spine. Tactical decisions should be resolved within 24 hours, operational decisions within 48, and strategic decisions within 72. He shares an example in which three decisions remained on a CEO’s desk for 18 days while hundreds of people continued activity around a $72 million portfolio. A focused 60-minute intervention released the decisions, exposing a leadership cadence that operated quarterly while the delivery system needed weekly action.

Koby also explains what he does during the first 30 days of a recovery. The opening days establish ownership and escalation points. By the second week, the team creates a kill list for work that does not support the program’s strategic aims. Work-in-progress limits then reduce context switching and move capacity toward the highest-value priorities. Day 30 becomes a go or no-go decision, followed by the design of an operating model the organization can run after the consultant leaves.

The conversation extends to SAP, AWS, and AI programs. Koby warns that technical readiness does not guarantee that a business can absorb a new system. He also describes AI as an accelerator that cannot distinguish between a healthy process and a broken one. If decisions are ambiguous or ownership is unclear, AI may increase the speed of the dysfunction rather than improve the outcome.

His closing advice is to trace one important outcome backward until you find where the work slowed, stopped, or stalled. Organizations often measure thousands of activities while ignoring the age of the decision blocking progress.

Would measuring decision latency reveal why your transformation is losing momentum? Listen to the conversation and share your thoughts with me.

Useful Links

• Dr. Koby Glass on LinkedIn
• IDEA OS transformation diagnostic
• Dr. Koby Glass’s daily transformation tips are published on LinkedIn.