Episode 255 - Caveni Wong
Jun 1, 2026 · 49 min · 10 segments
- Speakers
Caveni WongGuest
Nick GalloHost
Jun 1, 2026 · 49 min · 10 segments
Caveni WongGuestNick GalloHost
Now everyone go do it." You, you have to do more to get people to adapt to it, to actually use it.
So it's a lot of the same steps that's required to get people to do what you want them to do.
Do you think it's, like, a framing issue? I mean, to me, like, uh, I'm like an everything is everything kind of a guy.
It's constantly trying to get people to change their mindset or change a process and get the buy-in for it and all those kinds of things.
You know, I, let m- maybe I can just go back to something that you said in our pre-call.
You said, like, a very small percentage, like maybe I think you said a third of, uh, you know, corporate projects are truly successful where the vision or the, the ROI that, you know, people think, uh, is going to come just as a shorthand, the ROI that's gonna be generated from a particular project or from, you know, a, uh, a, a particular change ends up actually coming f- coming, you know, to fruition.
Why is that so low, and why is, why does compliance, which is all about changing behaviors or all at least about influencing behaviors, why do we struggle as an industry with this concept, and why are we not black belts in this thing when that's kind of seems to me, like, what the basis of the job is?
So, um, so yes, the generally accepted statistic is that about, um, 70% of all change projects fail.
So, um, so why do people accept this, right? You know, in general, this is beyond ethics and compliance.
Why do people accept this? I think it's because of the incentive system and the metric system.
A lot of times, you know, people are measured on whether or not a system goes live, whether or not, you know, this company is divested-
So they're measured on activity, and this is the same issue we have in ethics and compliance.
Now everyone go do it." You, you have to do more to get people to adapt to it, to actually use it.
So it's a lot of the same steps that's required to get people to do what you want them to do.
Do you think it's, like, a framing issue? I mean, to me, like, uh, I'm like an everything is everything kind of a guy.
It's constantly trying to get people to change their mindset or change a process and get the buy-in for it and all those kinds of things.
You know, I, let m- maybe I can just go back to something that you said in our pre-call.
You said, like, a very small percentage, like maybe I think you said a third of, uh, you know, corporate projects are truly successful where the vision or the, the ROI that, you know, people think, uh, is going to come just as a shorthand, the ROI that's gonna be generated from a particular project or from, you know, a, uh, a, a particular change ends up actually coming f- coming, you know, to fruition.
Why is that so low, and why is, why does compliance, which is all about changing behaviors or all at least about influencing behaviors, why do we struggle as an industry with this concept, and why are we not black belts in this thing when that's kind of seems to me, like, what the basis of the job is?
So, um, so yes, the generally accepted statistic is that about, um, 70% of all change projects fail.
So, um, so why do people accept this, right? You know, in general, this is beyond ethics and compliance.
Why do people accept this? I think it's because of the incentive system and the metric system.
A lot of times, you know, people are measured on whether or not a system goes live, whether or not, you know, this company is divested-
So they're measured on activity, and this is the same issue we have in ethics and compliance.
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