> They are easy to fix when the right-minded people are in charge and impossible to fix when they're not. Sorry, no. I don't know your story but it feels unlik

> They are easy to fix when the right-minded people are in charge and impossible to fix when they're not. Sorry, no. I don't know your story but it feels unlikely you have real experience with this. Even with right-minded people there can be many, many reasons and dynamics that an organizational problem is difficult to solve. Good intentions - even from the most senior leadership - can be slow to manifest in real change based on market forces, client forces, cultural dynamics, norms (especially the unspoken ways things "just get done") and capability (e.g., making the wrong decision on a change management strategy which sets the whole change effort back years). There are a near infinite number of contextual considerations, and they are not all rendered null because the executive committee wants to do the right thing. Unexpected second-order effects may be likely given what is being changed, bringing great risk on its own.