Most transformation failures are not due to poor execution, but unclear strategy — companies rush to hire people and promote managers before they've figured out 'how I will win in which market against whom.' High-paid executives brought in from outside often transplant familiar models, the board approves, and after a few months when things don't work, they get replaced. With shifting directions come no accumulated progress and no team confidence. The correct sequence is: establish strategy first, then design organization structure according to that strategy, and only then hire people for those roles. Without clear strategy, organization design becomes impossible, and it's impossible to judge if talent is the right fit.