While the term ‘transformation’ is often diluted to describe incremental shifts, in its true sense, transformation represents a fundamental rewiring of a company’s DNA. In the modern market, a company’s ability to transform effectively has become a defining capability. In this report, we examine how organizations are approaching transformations, where demand is most concentrated, and what separates successful transformations from those that stall.
To ground these insights in real-world experience, we surveyed transformation consultants from Catalant’s global Practice Community — former corporate executives and alumni of prestigious consulting firms who actively work with leadership teams to design, execute, and sustain change.
Setting the scene
Today’s Transformation Environment
Transformation has always been challenging, but the current environment brings uniquely demanding conditions. Organizations are balancing near-term performance pressure with long-term strategic bets, all while operating in an environment shaped by rapid technological change, evolving workforce expectations, and heightened customer demands.
Leaders are expected to deliver tangible results faster, often with fewer resources, while preparing their organizations for a future that looks materially different from the past. This has made transformation a core mechanism for staying competitive and compelled organizations to evolve from being simply change-ready to being actively change-seeking.
To understand how organizations are responding, we asked transformation consultants where demand is most concentrated today — an indication of where leaders are placing their bets.
Where transformation demand is concentrated
While transformation can take many forms, demand is not evenly distributed. In practice, our consultants are seeing organizations prioritizing initiatives that either protect margins now or position their business for the next wave of change.
When we asked consultants where they are seeing the highest demand, the respondents pointed to two clear focal areas:
1
AI integration and workforce adaptation
2
Cost optimization/efficiency transformation
These priorities reflect a pragmatic reality. AI has moved from experimentation to expectation, as organizations are looking to AI as an autonomous solution responsible for entire workflows. This is forcing organizations to rethink not just technology but also talent, workflows, and decision-making. At the same time, cost optimization is a foundational lever for performance, especially in uncertain economic conditions.
Transformation Areas with the Highest Client Demand
Key takeaway
Organizations are pairing short-term financial discipline with longer-term capability building. Transformation today is about improving current results while ensuring the business is not left behind tomorrow.
How transformation priorities differ by industry
While the headline themes are consistent, industry context meaningfully shapes where leaders focus first. Regulatory pressure, capital intensity, supply chain exposure, and customer dynamics all influence how transformation demand shows up on the ground.
The following industry views highlight where priorities diverge and why.
For financial services consultants, demand skews toward digital/technology transformation and operating model redesign rather than pure cost reduction. For financial services consultants, demand skews toward digital/technology transformation and operating model redesign rather than pure cost reduction. This indicates that transformation is less about cutting costs in isolation and more about enabling sustained efficiency and growth as part of an industry-wide movement to sunset legacy infrastructure, improve productivity, and add new capabilities.
Transformation Areas with the Highest Client Demand:
Financial Services Consultants
The concentration of demand for healthcare transformation consultants stands out in two areas: AI integration and workforce adaptation and cost optimization/efficiency transformation. These priorities far outpace other transformation types, reflecting the industry’s acute pressure to improve outcomes while managing labor shortages, margin compression, and rising operational complexity.
AI offers solutions across many healthcare pain points — including those related to cost optimization — unlocking opportunities to reduce manual workloads, streamline documentation through tools like agentic AI scribes, and improve revenue cycle management. Healthcare organizations are already prioritizing AI, as 40% of health systems are piloting or implementing AI tools in their operations.
Transformation Areas with the Highest Client Demand:
Healthcare Consultants
For industrial consultants, cost optimization/efficiency transformation is the dominant priority, reinforcing the industry’s focus on efficiency, throughput, and margin discipline. However, there is also a combination of factors that underscore the way many industrial companies are prioritizing commercial excellence in the current market, including the focus on customer experience transformation and growth/go-to-market transformation, both of which feed into broader strategies for sustainable revenue and competitive differentiation.
Notably, supply chain resilience and modernization also ranks higher here than in most other industries, as manufacturers rethink production footprints, procurement strategies, and their supply chains’ technical capabilities to manage operations within the current, volatile global trade landscape.
Transformation Areas with the Highest Client Demand:
Industrial Consultants
Consumer consultants are seeing a strong emphasis on cost optimization/efficiency transformation, with AI integration and workforce adaptation, growth/GTM transformation, and digital/technology transformation initiatives following closely behind.
This pattern supports the idea that transformation for consumer organizations is increasingly about protecting profitability while preserving the flexibility to respond quickly to demand shifts. In an era where margins are compressing and consumer expectations are rising, these priorities underscore a mandate for consumer companies to engage and delight their customers through new channels like agentic commerce without making financial sacrifices.
Transformation Areas with the Highest Client Demand:
Consumer Consultants
TMT consultants are seeing a more evenly distributed transformation agenda. Rather than a single dominant priority, organizations seem to be balancing investments across cost, AI, digital transformation, and operating model transformation. For TMT organizations, the challenge is less about choosing what to transform and more about orchestrating multiple initiatives without losing focus, all while preserving margins in a high-interest-rate environment where returns are slow.
Transformation Areas with the Highest Client Demand:
TMT Consultants
For financial services consultants, demand skews toward digital/technology transformation and operating model redesign rather than pure cost reduction. For financial services consultants, demand skews toward digital/technology transformation and operating model redesign rather than pure cost reduction. This indicates that transformation is less about cutting costs in isolation and more about enabling sustained efficiency and growth as part of an industry-wide movement to sunset legacy infrastructure, improve productivity, and add new capabilities.
Transformation Areas with the Highest Client Demand:
Financial Services Consultants
The concentration of demand for healthcare transformation consultants stands out in two areas: AI integration and workforce adaptation and cost optimization/efficiency transformation. These priorities far outpace other transformation types, reflecting the industry’s acute pressure to improve outcomes while managing labor shortages, margin compression, and rising operational complexity.
AI offers solutions across many healthcare pain points — including those related to cost optimization — unlocking opportunities to reduce manual workloads, streamline documentation through tools like agentic AI scribes, and improve revenue cycle management. Healthcare organizations are already prioritizing AI, as 40% of health systems are piloting or implementing AI tools in their operations.
Transformation Areas with the Highest Client Demand:
Healthcare Consultants
For industrial consultants, cost optimization/efficiency transformation is the dominant priority, reinforcing the industry’s focus on efficiency, throughput, and margin discipline. However, there is also a combination of factors that underscore the way many industrial companies are prioritizing commercial excellence in the current market, including the focus on customer experience transformation and growth/go-to-market transformation, both of which feed into broader strategies for sustainable revenue and competitive differentiation.
Notably, supply chain resilience and modernization also ranks higher here than in most other industries, as manufacturers rethink production footprints, procurement strategies, and their supply chains’ technical capabilities to manage operations within the current, volatile global trade landscape.
Transformation Areas with the Highest Client Demand:
Industrial Consultants
Consumer consultants are seeing a strong emphasis on cost optimization/efficiency transformation, with AI integration and workforce adaptation, growth/GTM transformation, and digital/technology transformation initiatives following closely behind.
This pattern supports the idea that transformation for consumer organizations is increasingly about protecting profitability while preserving the flexibility to respond quickly to demand shifts. In an era where margins are compressing and consumer expectations are rising, these priorities underscore a mandate for consumer companies to engage and delight their customers through new channels like agentic commerce without making financial sacrifices.
Transformation Areas with the Highest Client Demand:
Consumer Consultants
TMT consultants are seeing a more evenly distributed transformation agenda. Rather than a single dominant priority, organizations seem to be balancing investments across cost, AI, digital transformation, and operating model transformation. For TMT organizations, the challenge is less about choosing what to transform and more about orchestrating multiple initiatives without losing focus, all while preserving margins in a high-interest-rate environment where returns are slow.
Transformation Areas with the Highest Client Demand:
TMT Consultants
the path to success
What Separates Successful Transformations
Everyone loves a transformation story, but the transformation process itself is often arduous. The path is paved with legacy systems, cultural inertia, and challenges you didn’t see coming. It requires significant resources and commitment, and there are many different places where even the best-laid plans can be derailed.
While transformation strategies may differ, there are core underlying drivers of success that remain remarkably consistent. We asked consultants to identify the practices that most reliably distinguish successful transformations from unsuccessful ones and share their guidance for how to navigate the transformation process.
The practices that matter most
The results are unequivocal: leadership engagement is the single most important factor in transformation success.
Strong executive sponsors who remain actively engaged were identified by 76.4% of respondents as a top practice separating successful transformations —far outpacing every other factor.
Dedicated transformation teams, cross-functional governance, and frontline involvement follow, reinforcing the idea that transformation requires both top-down commitment and bottom-up participation.
Which practices consistently separate successful transformations from unsuccessful ones?
#1: Strong executive sponsors who remain engaged (76.4%)
#2: Dedicated transformation team (44.4%)
#3: Tie between cross-functional governance structure and frontline employees empowered in transformation design (33.3% each)
Key takeaway
Transformation does not fail for lack of vision. It fails when ownership, focus, and accountability fade.
What does the distribution look like for consultants in your industry?
Having strong executive sponsors who remain engaged (70.8%) and keeping frontline employees empowered in transformation design (45.8%) are the top success factors in financial services. This underscores the importance of active leadership engagement while granting transformation teams sufficient control and freedom of maneuver. Combined, these factors promote speed, accountability, and agility, which are essential to deliver change at pace and tailored to suit client needs.
After strong executive sponsors who remain engaged (77.1%), having a dedicated transformation team ranks second (37.1%), highlighting the need for focused ownership to manage the scale and operational intensity of change, along with the regulatory implications — which impact everything from how data is collected and stored to financial and AI transparency.
Strong executive sponsors who remain engaged ranks at the top (81.1%), followed by having a dedicated transformation team (46%) as the second most critical success factor — reinforcing the need for disciplined execution amid operational demands to protect margins and safeguard operations.
Following strong executive sponsors who remain engaged (77.4%), there was a tie between having a dedicated transformation team and cross-functional governance structure (41.9%), reflecting the coordination required to manage margin pressure, speed of execution, and brand consistency to protect both the business and the customer experience.
For TMT consultants, strong executive sponsors who remain engaged (78.6%) ranks at the top, with cross-functional governance structure ranking second (39.3%), emphasizing the importance of alignment across fast-moving product, technology, and commercial teams.
Having strong executive sponsors who remain engaged (70.8%) and keeping frontline employees empowered in transformation design (45.8%) are the top success factors in financial services. This underscores the importance of active leadership engagement while granting transformation teams sufficient control and freedom of maneuver. Combined, these factors promote speed, accountability, and agility, which are essential to deliver change at pace and tailored to suit client needs.
After strong executive sponsors who remain engaged (77.1%), having a dedicated transformation team ranks second (37.1%), highlighting the need for focused ownership to manage the scale and operational intensity of change, along with the regulatory implications — which impact everything from how data is collected and stored to financial and AI transparency.
Strong executive sponsors who remain engaged ranks at the top (81.1%), followed by having a dedicated transformation team (46%) as the second most critical success factor — reinforcing the need for disciplined execution amid operational demands to protect margins and safeguard operations.
Following strong executive sponsors who remain engaged (77.4%), there was a tie between having a dedicated transformation team and cross-functional governance structure (41.9%), reflecting the coordination required to manage margin pressure, speed of execution, and brand consistency to protect both the business and the customer experience.
For TMT consultants, strong executive sponsors who remain engaged (78.6%) ranks at the top, with cross-functional governance structure ranking second (39.3%), emphasizing the importance of alignment across fast-moving product, technology, and commercial teams.
Why transformations stall in practice
The data suggests that transformation momentum is fragile. Consultants overwhelmingly agree that transformations fail more often from execution gaps than strategy gaps — 88.7% agreed or strongly agreed with this statement. Competing priorities, unclear accountability, and shifting direction create friction that slows progress and erodes confidence.
To understand where breakdowns most often occur, we asked consultants what most commonly stalls transformations mid-flight.
The top responses point to a familiar pattern:
- Misalignment at the executive level
- Weak governance and accountability
- Ongoing business distractions that dilute focus
What Most Commonly Stalls Transformations Mid-Flight
Key takeaway
Transformation momentum is fragile, and focus is what’s needed. Without sustained alignment and protected capacity, even well-designed initiatives struggle to survive day-to-day pressures.
While execution challenges are common across all transformations, how and where initiatives stall vary meaningfully by industry. Differences in operating models, workforce dynamics, regulatory pressure, and pace of change shape which risks are most likely to derail progress.
Looking at industry-specific patterns among consultant responses provides a clearer view into the pressure points leaders must proactively manage.
Lack of executive alignment remains the top derailer, but change fatigue/resistance stands out more prominently for financial services consultants than in the overall results. This likely reflects the cumulative impact of ongoing regulatory change, digital modernization, and operational initiatives competing for attention across the organization.
In financial services, transformation leaders must actively manage organizational energy, pacing change, reinforcing priorities, and preventing overload.
What Most Commonly Stalls Transformations Mid-Flight:
Financial Services Consultants
Healthcare consultants show a sharper spike in challenges from insufficient talent or capability gaps compared to consultants in other industries. This aligns with broader sector pressures, including labor shortages and clinician burnout. Furthermore, it underscores the specialized skills needed to lead digital and AI transformations in healthcare; even as technology streamlines areas like radiology imaging and clinical decision support, human expertise remains essential to the process.
In healthcare, even well-aligned transformations may struggle without deliberate investment in capability building and capacity planning.
What Most Commonly Stalls Transformations Mid-Flight:
Healthcare Consultants
Industrial consultants’ challenges are largely in line with the overall results. Executive alignment, governance, and competing business pressures remain the primary factors stalling progress.
For industrial leaders, protecting focus — even in the face of shifting market demands and global geopolitical instability — and maintaining governance discipline are essential to sustaining momentum.
What Most Commonly Stalls Transformations Mid-Flight:
Industrial Consultants
Consumer consultants see lack of accountability or governance as a top derailing factor, edging out lack of executive alignment. With fast-moving markets and frequent shifts in demand as consumer tastes and trends evolve, unclear ownership can quickly fragment transformation efforts in this space.
Consumer transformations succeed when ownership is explicit, accountability is enforced, and decision rights are clear, even amid external pressures.
What Most Commonly Stalls Transformations Mid-Flight:
Consumer Consultants
TMT is one of the few industries where a lack of accountability or governance slightly surpasses lack of executive alignment as the most common derailer. This reflects the sector’s complexity and rapid pace of innovation, as multiple initiatives often run in parallel and speed can outpace structure. As TMT organizations hustle to keep up with the changing media landscape and emerging AI technologies, those that don’t keep up risk being left behind.
What Most Commonly Stalls Transformations Mid-Flight:
TMT Consultants
Lack of executive alignment remains the top derailer, but change fatigue/resistance stands out more prominently for financial services consultants than in the overall results. This likely reflects the cumulative impact of ongoing regulatory change, digital modernization, and operational initiatives competing for attention across the organization.
In financial services, transformation leaders must actively manage organizational energy, pacing change, reinforcing priorities, and preventing overload.
What Most Commonly Stalls Transformations Mid-Flight:
Financial Services Consultants
Healthcare consultants show a sharper spike in challenges from insufficient talent or capability gaps compared to consultants in other industries. This aligns with broader sector pressures, including labor shortages and clinician burnout. Furthermore, it underscores the specialized skills needed to lead digital and AI transformations in healthcare; even as technology streamlines areas like radiology imaging and clinical decision support, human expertise remains essential to the process.
In healthcare, even well-aligned transformations may struggle without deliberate investment in capability building and capacity planning.
What Most Commonly Stalls Transformations Mid-Flight:
Healthcare Consultants
Industrial consultants’ challenges are largely in line with the overall results. Executive alignment, governance, and competing business pressures remain the primary factors stalling progress.
For industrial leaders, protecting focus — even in the face of shifting market demands and global geopolitical instability — and maintaining governance discipline are essential to sustaining momentum.
What Most Commonly Stalls Transformations Mid-Flight:
Industrial Consultants
Consumer consultants see lack of accountability or governance as a top derailing factor, edging out lack of executive alignment. With fast-moving markets and frequent shifts in demand as consumer tastes and trends evolve, unclear ownership can quickly fragment transformation efforts in this space.
Consumer transformations succeed when ownership is explicit, accountability is enforced, and decision rights are clear, even amid external pressures.
What Most Commonly Stalls Transformations Mid-Flight:
Consumer Consultants
TMT is one of the few industries where a lack of accountability or governance slightly surpasses lack of executive alignment as the most common derailer. This reflects the sector’s complexity and rapid pace of innovation, as multiple initiatives often run in parallel and speed can outpace structure. As TMT organizations hustle to keep up with the changing media landscape and emerging AI technologies, those that don’t keep up risk being left behind.
What Most Commonly Stalls Transformations Mid-Flight:
TMT Consultants
How successful organizations are managing change
While priorities like AI and cost efficiency dominate the transformation agenda, how organizations pursue change is just as important as what they choose to transform.
There is no single “right” methodology for transformation. Instead, the most successful organizations adapt their approach to the complexity of the change, the maturity of the organization, and the realities of day-to-day operations. To understand which approaches are proving most effective in practice, we asked consultants about the transformation approaches they see producing the best results.
Rather than relying on a single framework, respondents most frequently pointed to a hybrid approach combining multiple methods — such as Agile delivery, embedded change capability, and situational tools — as the most effective way to drive results.
How Successful Organizations Are Managing Change
Key takeaway
Successful transformation teams design change the way they design strategy: flexibly, iteratively, and with room to adjust as realities on the ground evolve.
What leaders can do differently
Despite the structural and operational challenges of transformation, consultants point to one consistently underestimated factor: culture.
An overwhelming 93% of respondents agree or strongly agree that organizations underestimate the cultural aspects of transformation. When asked to share unconventional or underutilized practices that drive success, many highlighted approaches that build belief, ownership, and energy across the organization.
Rather than grand gestures, these practices focus on reinforcing progress, listening early, and empowering the people closest to the work.
However, there are other ways that leaders can prepare their teams and organizations for successful transformation. Catalant consultants shared a variety of advice for ensuring transformation success that addressed other common failure points.
Take away as many distractions from the transformation as possible. It disrupts everyone on the project when the team is pulled into other priorities. This pushes out the project timeline, and, like dominoes, each department after the first has a reason to delay the transformation, making it difficult to get the project back on track.
Create a simple ‘complexity budget.’ At the start of the project, have leadership set a hard cap on whatever drives complexity in the operating model, and then treat that cap like a financial budget. This practice forces hard conversations early, keeps designs implementable, and stops complexity creep from killing adoption and ROI.
looking ahead
Transformation as a Continuous Capability
As transformation experts look to the next few years, they anticipate that transformation will continue to shift in focus from isolated initiatives to building the ability to adapt continuously.
Where investment will matter most
When asked where transformation investment will be the most critical in the next 2-3 years, consultants decisively pointed to AI strategy and integration.
Critical Areas for Transformation Investment in the Next 2-3 Years
While AI dominates near-term investment predictions, the data suggests a broader shift: leaders will need to invest in the operating models, skills, and data foundations that allow change to happen repeatedly — not just once.
AI may be the catalyst, but much of the value AI brings is dependent on the surrounding ecosystem of talent, structure, and governance, which supports the emergence of operating model and org design, workforce skills and talent transformation, and data and analytics capabilities as other top predicted investment areas.
Diving deeper into industry specialties, the investments beyond AI that consultants prioritized reveal how each sector must adapt operations to unlock AI-driven value.
After AI, cost structure and efficiency emerged as a top priority for financial services consultants. This reflects continued pressure to modernize cost bases and drive new efficiencies by using AI, and particularly explainable AI (XAI) to automate areas like compliance, recovery, and fraud prevention.
Critical Areas for Transformation Investment in the Next 2-3 Years:
Financial Services Consultants
As healthcare organizations adopt hybrid care models and digital workflows, the sheer volume of available data has created new opportunities for decision intelligence and augmented analytics. Thus, it is not a surprise that healthcare consultants rank data and analytics capabilities as their second most critical investment area. This investment is foundational — not only for enabling AI and improving patient outcomes but also for ensuring the rigorous security and privacy required for PHI.
Critical Areas for Transformation Investment in the Next 2-3 Years:
Healthcare Consultants
Industrial consultants highlight cost structure and efficiency as a leading priority after AI. This is consistent with the sector’s focus on margins, productivity, and scalability, and these priorities often run in tandem, as integrating AI through Industry 4.0 technologies like digital twins and autonomous mobile robots creates opportunities to improve efficiency and test new strategies before they are implemented.
Critical Areas for Transformation Investment in the Next 2-3 Years:
Industrial Consultants
For consumer consultants, organizational investments in data and analytics capabilities is at the top, signaling the growing importance of insight-driven decision-making in highly competitive, demand-sensitive markets. This also reflects new revenue opportunities coming from data linked to the rise of retail media among major organizations and heightened pressure to harmonize data from omnichannel touchpoints for a unified, premium customer experience.
Critical Areas for Transformation Investment in the Next 2-3 Years:
Consumer Consultants
TMT consultants predict investment priorities that mirror the overall results, with AI leading and balanced investment predictions across operating model and org design, workforce skills and talent transformation, and data and analytics capabilities. Because TMT companies trade on digital excellence, they must modernize every facet of their business—from workforce skills to operating models—to keep pace with evolving technology and shifting customer demands.
Critical Areas for Transformation Investment in the Next 2-3 Years:
TMT Consultants
After AI, cost structure and efficiency emerged as a top priority for financial services consultants. This reflects continued pressure to modernize cost bases and drive new efficiencies by using AI, and particularly explainable AI (XAI) to automate areas like compliance, recovery, and fraud prevention.
Critical Areas for Transformation Investment in the Next 2-3 Years:
Financial Services Consultants
As healthcare organizations adopt hybrid care models and digital workflows, the sheer volume of available data has created new opportunities for decision intelligence and augmented analytics. Thus, it is not a surprise that healthcare consultants rank data and analytics capabilities as their second most critical investment area. This investment is foundational — not only for enabling AI and improving patient outcomes but also for ensuring the rigorous security and privacy required for PHI.
Critical Areas for Transformation Investment in the Next 2-3 Years:
Healthcare Consultants
Industrial consultants highlight cost structure and efficiency as a leading priority after AI. This is consistent with the sector’s focus on margins, productivity, and scalability, and these priorities often run in tandem, as integrating AI through Industry 4.0 technologies like digital twins and autonomous mobile robots creates opportunities to improve efficiency and test new strategies before they are implemented.
Critical Areas for Transformation Investment in the Next 2-3 Years:
Industrial Consultants
For consumer consultants, organizational investments in data and analytics capabilities is at the top, signaling the growing importance of insight-driven decision-making in highly competitive, demand-sensitive markets. This also reflects new revenue opportunities coming from data linked to the rise of retail media among major organizations and heightened pressure to harmonize data from omnichannel touchpoints for a unified, premium customer experience.
Critical Areas for Transformation Investment in the Next 2-3 Years:
Consumer Consultants
TMT consultants predict investment priorities that mirror the overall results, with AI leading and balanced investment predictions across operating model and org design, workforce skills and talent transformation, and data and analytics capabilities. Because TMT companies trade on digital excellence, they must modernize every facet of their business — from workforce skills to operating models — to keep pace with evolving technology and shifting customer demands.
Critical Areas for Transformation Investment in the Next 2-3 Years:
TMT Consultants
The future of transformation
Despite the accelerating pace of change, most consultants do not believe large-scale transformations are becoming obsolete. When asked if the pace of external change now makes multi-year transformations obsolete, most consultants disagreed or strongly disagreed (50.7%). This points to the idea that organizations will continue to look for — and see value in — massive transformation initiatives.
Transformation is shifting from an episodic event into a continuous discipline. No longer a journey with a destination, it is becoming a permanent organizational attribute. For large enterprises, perpetually realigning their DNA is the only hedge against compressed innovation cycles — a shift that embeds change into the operating system rather than treating it as a disruption.
What “Transformation” Will Mean in 3-5 Years:
Key takeaway
The organizations that succeed won’t be those that transform once but those that build transformation into how they operate, decide, and lead.
consultant advice
Guidance from the Front Lines of Transformation
To close the survey, we asked consultants to take a step back and share the advice they would most want leaders to carry into their next transformation. These are not theoretical best practices; they are lessons shaped by real execution, real trade-offs, and real consequences.
What emerges is a clear throughline: successful transformations are not defined by ambition alone, but by disciplined focus, clarity of value, and respect for the people who must carry change into daily operations.
conclusion
Building the Capability to Change, Again and Again
Transformation has become a core leadership discipline — one that determines whether organizations can adapt fast enough to compete, grow, and endure.
The findings from this survey point to a consistent reality across industries: transformation succeeds when leaders stay engaged, when execution is protected from distraction, and when organizations invest as much in people, governance, and culture as they do in strategy and technology. AI may be the accelerant of this era, but without the right operating foundations, its promise will remain unrealized.
The organizations that outperform will not be those with the most ambitious transformation agendas but those that treat transformation as an ongoing capability, embedded into how decisions are made, work is prioritized, and value is delivered.
As transformation becomes continuous, the mandate for leaders is clear: design change that can scale, sustain, and evolve.
Build a change capability that’s ready for the future.
Connect with Catalant to access the experience and execution muscle needed to make transformation a lasting capability.
This report is based on a survey conducted among Catalant’s global community of transformation consultants. These are experienced practitioners who have led or supported large-scale change initiatives across industries.
Survey invitations were sent to 333 consultants who self-identified as transformation experts. The survey was open for a 10-day period and yielded 72 voluntary responses. Respondents identified their primary transformation focus areas as well as the industries in which they most frequently work.
All results reflect aggregated responses and are intended to capture directional insights into current transformation demand, execution challenges, and emerging best practices based on practitioner experience.
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