Improve the odds of your transformation before you commit
Digital transformations fail more often than they succeed. Incertive models the uncertainty in your program and returns a success probability, the risks that most threaten value, and the highest-impact ways to improve your odds.
of executives say their transformation improved performance and sustained the gains long-term
Source: McKinsey (2018 Global Survey)What Incertive quantifies for these projects
Adoption and change management
Transformations fail on adoption more than on technology. Incertive quantifies how change management affects the value you actually realize.
Scope and value realization
Over-broad scope dilutes value. A sensitivity analysis shows which workstreams most drive — or most threaten — the target outcome.
Integration and legacy dependency
Legacy systems and integration are common failure points. The analysis ranks which dependencies most threaten delivery.
Timeline and leadership sustainability
Long programs lose momentum. Incertive models how timeline and sponsorship risk widen the range of outcomes.
A worked example
Enterprise-wide platform and process transformation
An enterprise plans an 18-month transformation spanning a new platform, process redesign, and a large change-management effort across several business units.
Takeaway: Adoption across business units and the breadth of scope drive most of the risk. Sequencing the rollout and concentrating change-management capacity on the two highest-value units moves the program from unlikely to viable.
Illustrative example. Sign up to run a real analysis on your own project.
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