Exceptions are “exceptional” by definition, and always exist no matter how rare. Just because research in organizational change shows a strong correlation between certain factors of success and failure does not make these axiomatic. My most successful clients make themselves the success exception, and you can too.
In my experience, I have never seen any dramatic change of any significance gain widespread cross-organizational enthusiasm before implementation, but have often seen such change succeed nonetheless despite lack of initial buy-in. So I advise that action first, buy-in later works, as long a you do things right. There is no need to delay change to seek buy-in.
The CEO of a non-Japanese company in Japan reached out to me early this year with best wishes and the great news that his company had outstanding results in 2020. I was glad to hear it, but not surprised given the kind of leader he is and the business he runs. He is not an exception. Most of the CEOs in my community had excellent results in 2020, and for some it was even a record year.
The only data you need are those needed for making a decision. Yet in my experience, much data reported to head offices are rarely needed or used. At one point an individual datum might have been important for some kind of decision which is why its collection was mandated. Years later though, few people can remember what important decision that was.
A highly successful Japanese CEO I know who had just taken a new role leading a deeply troubled company in Japan asked me, “What are the top three things I need to do to turn around a business?”
“There’s only one,” I told him. “You need to be brutally honest.”