Preface1Meeting the founder5Talking to Tina about technology7Speaking to Stan in Strategy9Discussing data with Danielle11Hearing Henry about HR13Summarizing day 115The next day: the Transformation Executive191.Don’t ask for opinions but for verifiable facts and -behavior212.Validity & reliability: ask 100 people. Or more.253.Focus the attention: only 20% underperform294.It's not being unwilling but being uninformed335.Ambition: the 20-55-25 rule356.50% (might) say 'yes' but think 'no'377.Realistic managers unknowingly overcharge39Summarizing day 2438. The crowd sets six times smarter targets479. The 20-50 rule: 20% of questions are 50% of the gap5110. Everyone does something else right5311. The joy of postponing non-priorities5512. Snackability  productivity: the 10-75 rule5713. Nudging works5914. Employees rush to the scene, managers don't61Summarizing day 363Reporting to the Founder65Acknowledgments69Literature71Big-4 or Big Tech: Who Drills First?73Measurements from more than 1,000 transformations reveal seven patterns why transformations may fail. Seven other patterns show how artificial intelligence brings predictability back into the game.70% of organizational/digital transformations fail and all we hear are self-evident improvement suggestions like that we need “more leadership” and “better communication”. This book takes another route. Objective measurements from 22,000 team cases in more than 1,000 transformations reveal seven patterns why transformations may fail. Luckily, seven other patterns show how artificial intelligence brings predictability and peace of mind back into the game. Individually, each of these fourteen patterns has been academically underpinned in peer-reviewed journals. This book translates the scientific jargon into plain English.