Every transformation initiative is really answering two questions — and most only get evaluated on one.
The first: did we hit the outcome? The margin target, the on-time delivery rate, the inventory accuracy number.
The second, almost never asked: did the business get stronger in the process, or did we just move the number while quietly making things more fragile?
These aren't the same question. It's possible to hit the target and leave the business worse off — solving this quarter's problem in a way that adds complexity the next initiative has to work around, or that only holds together because leadership has to intervene more often than before.
A design effort that only asks "did we hit the number" can pass that test while making the business less scalable, less predictable, or more dependent on people than process. The cost doesn't disappear. It gets deferred — usually onto whatever initiative comes next.
Have you seen an initiative "succeed" while quietly making the business harder to run?