{"id":199516,"date":"2025-04-11T20:08:25","date_gmt":"2025-04-11T16:08:25","guid":{"rendered":"https:\/\/forbes.ge\/?p=199516"},"modified":"2025-04-15T20:10:17","modified_gmt":"2025-04-15T16:10:17","slug":"adolfo-gomez-sanchez-on-why-most-transformations-fail-and-how-to-fix-them","status":"publish","type":"post","link":"https:\/\/dev.forbes.ge\/en\/adolfo-gomez-sanchez-on-why-most-transformations-fail-and-how-to-fix-them\/","title":{"rendered":"Adolfo G\u00f3mez S\u00e1nchez on Why Most Transformations Fail\u2014And How to Fix Them"},"content":{"rendered":"

Photo Courtesy of Adolfo G\u00f3mez S\u00e1nchez<\/span><\/em><\/span><\/p>\n

Across industries, transformation remains one of the most challenging undertakings for organizations. According to Adolfo G\u00f3mez S\u00e1nchez, founder of <\/span>GOLD Results<\/span><\/a>, the problem isn’t just execution\u2014it\u2019s lack of understanding about what real performance improvement requires.<\/span><\/p>\n

\u201cSeventy to eighty percent of transformations fail,\u201d<\/span><\/i> he says. <\/span>\u201cAnd the reason is, companies don\u2019t really understand what drives performance or how teams learn and master new skills and capabilities.\u201d<\/span><\/i><\/p>\n

G\u00f3mez S\u00e1nchez has spent over 30 years studying high performance, first in elite sports and now in the corporate sector. His company works with professional athletes, multinational corporations, and executive teams to help them implement long-term performance improvement programs based on a structured methodology and behavioral change.<\/span><\/p>\n

Unrealistic Expectations Are Built Into Most Transformation Plans<\/span><\/h3>\n

One of the central issues G\u00f3mez S\u00e1nchez identifies is that organizations expect transformational outcomes in timelines that don\u2019t reflect how people and systems actually evolve.<\/span><\/p>\n

\u201cIf you want to be a professional golfer, you know it\u2019s not going to happen in a year,\u201d<\/span><\/i> he says. <\/span>\u201cBut in business, we think we can turn entire organizations around in three, six, or nine months. That\u2019s just naive and leads to frustration..\u201d<\/span><\/i><\/p>\n

Transformations often require major shifts in skills, workflows, and internal mindsets. Yet, the structure for learning inside many companies is shallow. New capabilities are often introduced in brief workshops or one-off training sessions, then expected to take root immediately. According to G\u00f3mez S\u00e1nchez, this is the equivalent of being taught the theory of ballet and being expected to execute the moves without ever practicing them.<\/span><\/p>\n

To address this, he emphasizes that companies must create structured time for skill and capability development, not just expect change to occur alongside day-to-day work. <\/span>\u201cYou need practice reps, and immediate feedback from experts to integrate in your execution. That\u2019s how learning actually works.\u201d<\/span><\/i><\/p>\n

Culture Is Treated as a Buzzword, Not an Operating System<\/span><\/h3>\n

Another systemic issue is how companies treat organizational culture. While leaders frequently cite it as a priority, G\u00f3mez S\u00e1nchez says most don\u2019t know what to do with it.<\/span><\/p>\n

\u201cCulture can\u2019t be something assigned just to one group. It pervades everything you do,\u201d<\/span><\/i> he says. <\/span>\u201cBut the moment you try to measure it or shape it, people struggle. They think values are like a slogan\u2014something to post on the wall.\u201d<\/span><\/i><\/p>\n

He challenges leaders to evaluate whether their stated values align with actual practices. One example he gives is the concept of trust: many organizations claim to trust their employees, yet continue to micromanage behaviors like time tracking or expense reporting. This disconnect, he argues, erodes authenticity and signals to employees that cultural messaging is not to be taken seriously.<\/span><\/p>\n

Leadership Resistance Slows Real Change<\/span><\/h3>\n

Transformation efforts often begin with executive sponsorship, but rarely with executive behavioural change. This, G\u00f3mez S\u00e1nchez argues, is one of the most overlooked barriers to change.<\/span><\/p>\n

\u201cWhen CEOs say their organization isn\u2019t performing well, I ask them, \u2018What\u2019s your plan to be a better CEO in the next five years?\u2019<\/span><\/i>\u201d he says. <\/span>\u201cAnd most of the time, they don\u2019t have an answer.\u201d<\/span><\/i><\/p>\n

Unlike top athletes\u2014who continue to train, refine, and improve even after reaching elite levels\u2014business leaders often stop investing in their own development once they reach the C-suite. G\u00f3mez S\u00e1nchez sees this as a problem: \u201cYou can\u2019t expect people to evolve if leadership won\u2019t.\u201d<\/span><\/p>\n

Modeling the behaviors required for transformation is more important than slogans or vision statements. He argues that without active participation from leadership, cultural change efforts stall.<\/span><\/p>\n

Execution Fails Without Psychological Safety and Practice<\/span><\/h3>\n

Companies are structured around competence. People are hired to do what they already know. But transformation requires people to do things they are not yet good at, which introduces the possibility of failure\u2014something most organizations don\u2019t tolerate well.<\/span><\/p>\n

G\u00f3mez S\u00e1nchez draws a distinction between how athletes train and how professionals work. <\/span>\u201cAthletes spend 80\u201390% of their time working on what they need to improve,\u201d<\/span><\/i> he explains. <\/span>\u201cIn business, people spend almost all their time doing what they already know how to do.\u201d<\/span><\/i><\/p>\n

Because of this, he believes transformation must include psychologically safe environments where failure is treated as a necessary part of the learning process\u2014not a career risk.<\/span><\/p>\n

He also notes that feedback is underutilized in most corporate settings. <\/span>\u201cGreat athletes love feedback. They search for it. But in companies, people take it as criticism. That has to change.\u201d<\/span><\/i><\/p>\n

A System That Works Across Sports and Business<\/span><\/h3>\n

GOLD Results<\/span><\/a>, the company G\u00f3mez S\u00e1nchez founded and leads, applies a structured framework based on three core blocks: Mindset, Maps, and Mojo. These represent the psychological readiness for change, the long-term planning and development of foundational skills, and the discipline of execution, respectively.<\/span><\/p>\n

This methodology is designed to break performance into parts, optimize them individually, and integrate them back into the organization in a sustainable way. Rather than rely on theory alone, G\u00f3mez S\u00e1nchez emphasizes practice and behavioral modeling as essential ingredients.<\/span><\/p>\n

Clients include executives from large multinationals and professional athletes, many of whom have faced stalled efforts before turning to GOLD. \u201c<\/span>One CEO told me, \u2018I\u2019ve tried this twice, and this time I need it to work,\u2019<\/span><\/i>\u201d G\u00f3mez S\u00e1nchez recalls. <\/span>\u201cThat\u2019s one of the things that sets us apart\u2014we make things work.\u201d<\/span><\/i><\/p>\n","protected":false},"excerpt":{"rendered":"

Photo Courtesy of Adolfo G\u00f3mez S\u00e1nchez Across industries, transformation remains one of the most challenging undertakings for organizations. According to Adolfo G\u00f3mez S\u00e1nchez, founder of GOLD Results, the problem isn’t just execution\u2014it\u2019s lack of understanding about what real performance improvement requires. \u201cSeventy to eighty percent of transformations fail,\u201d he says. \u201cAnd the reason is, companies […]<\/p>\n","protected":false},"author":675,"featured_media":199518,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1749],"tags":[],"class_list":["post-199516","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business-en","has-thumb"],"yoast_head":"\nAdolfo G\u00f3mez S\u00e1nchez on Why Most Transformations Fail\u2014And How to Fix Them • Forbes Georgia<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/dev.forbes.ge\/en\/adolfo-gomez-sanchez-on-why-most-transformations-fail-and-how-to-fix-them\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Adolfo G\u00f3mez S\u00e1nchez on Why Most Transformations Fail\u2014And How to Fix Them • Forbes Georgia\" \/>\n<meta property=\"og:description\" content=\"Photo Courtesy of Adolfo G\u00f3mez S\u00e1nchez Across industries, transformation remains one of the most challenging undertakings for organizations. According to Adolfo G\u00f3mez S\u00e1nchez, founder of GOLD Results, the problem isn’t just execution\u2014it\u2019s lack of understanding about what real performance improvement requires. \u201cSeventy to eighty percent of transformations fail,\u201d he says. \u201cAnd the reason is, companies […]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/dev.forbes.ge\/en\/adolfo-gomez-sanchez-on-why-most-transformations-fail-and-how-to-fix-them\/\" \/>\n<meta property=\"og:site_name\" content=\"Forbes Georgia\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/forbesgeo\" \/>\n<meta property=\"article:published_time\" content=\"2025-04-11T16:08:25+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2025-04-15T16:10:17+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/dev.forbes.ge\/wp-content\/uploads\/2025\/04\/Forbes-WEB-25041504.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"1540\" \/>\n\t<meta property=\"og:image:height\" 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