Whilst it is (almost) true to say change is a constant, we often lack clarity on the compelling event or reason for changing.
As a result many change programmes fail to deliver their expected outcomes and some even fail to get off the starting blocks.
Alternatively, many change programmes consume huge amounts of resource and significant costs without ever having had a compelling reason in the first place.
Even if a suggested change has that "compelling reason" this may still not mean it is the right change to invest in. Strategic alignment is critical to creating change, that is, ensuring that the changes we want to create are the ones that deliver the maximum return on investment.