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Taken together, these three streams of research show us why we struggle with change, why the struggle will only grow unless we act now, and what highly effective action increasingly means.

Furthermore, these same principles and processes appear to apply to all complex change challenges and change methodologies, whether they are seen as and labeled as digital/IT, cultural, or even cost cutting (restructuring).

This insight is not widely recognized. Mergers and acquisitions, for example, are treated as a totally different set of tasks than digital transformation. Restructuring is treated as a whole different activity than employing Agile principles. Yet these, as well as some other arenas, all share a very basic reality. They are methods used to help organizations accelerate adaptation or transformation to try to take advantage of a more rapidly changing and volatile world.

More often than not, as you will see in the upcoming chapters, people succeed or struggle in all these areas for the very same reasons—reasons that are less related to digital technologies or M&A genius or Agile or restructuring, and more to do with change principles and processes, the nature of modern organizations, and human Survive and Thrive hardwiring.

A note to all readers: Part II of this book devotes a chapter to each of the methods shown above in the diagram. If you are deeply engaged in one of the methodologies shown in that exhibit and are pressed for time, we suggest you next read the chapter on that method and the last two chapters of the book. You can then decide when and how to engage with the rest of the material.