
The article argues that change initiatives fail not because ideas are flawed but because people resist. It debunks the notion that awareness and training alone drive adoption, citing research that knowledge shifts rarely change behavior. Change is a strategic conflict with entrenched institutional power and inertia. Successful leaders must anticipate resistance and design proactive strategies from the outset.

The article argues that great ideas rarely succeed on merit alone and must be backed by strategic use of power. Stanford professor Jeffrey Pfeffer defines power as the ability to get things done in contested situations and outlines three forms—hard,...