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Compressed recovery plans are attractive because they signal control. In practice, they often reward visible activity while leaving the causes of underperformance intact. A credible turnaround starts with evidence, sequencing and explicit stopping rules.
A recent UK transformation engagement came close to failing for reasons that were visible in week one. This is a candid post-mortem, and the three diagnostic questions I now ask before accepting any change programme.
Most owner-managed businesses survive the owner's absence. Fewer perform during it. The difference between the two is rarely effort or goodwill — it is whether the organisation has been given the authority, the information and the rehearsal it needs.
Many UK businesses are layering AI tools onto unclear processes, diffuse decision rights and inconsistent customer journeys — then wondering why the promised productivity never appears. Before the next tool rollout, three unglamorous fixes are worth more than any pilot.