Most companies are running change. Almost none are running transformation. And they spend the same money on both while only one of them does what they hoped for.

Change is single-loop. You correct the error without questioning what's driving it. You move the chairs, improve the process, roll out better OKRs. The company identity stays put; you're just running the same system more efficiently.

Transformation is double-loop. You question the norms and values underneath the behavior. You change how the system sees itself. The caterpillar doesn't get more room in the jar. It becomes a butterfly.

Most leadership teams say they want the second one and design for the first.

The gap shows up in how the initiative is built:

• Change asks: what do we need to do differently?
• Transformation asks: what do we need to stop believing?

You can see which one you're running in the pre-work. If your leadership team hasn't had an honest conversation about what each person is willing to change (not the process, themselves), then you're running change with transformation language on the label.

Sometimes change is exactly what the company needs. The cost comes from wanting transformation results while building a change initiative, and then being surprised when nothing fundamental moves.

What does your current initiative require?