Almost all companies now realise the impact poor processes can have on their businesses, but not many succeed at sustaining the effort to keep processes improving. Many do the minimum until time runs out on the old problems, or a situation arises that forces their hand.
The problem is, many organisations then respond with a big bang approach, resorting to costly, risky and disruptive process and systems transformations - often applying the theories of the current flavour of the day, miracle-cure for business. You can count on seeing new success stories of these transformational projects being shared every day, but the many costly failures are not shared as broadly.
Sometimes the big bang approach is needed, but it will be risky and costly.
Our view is that these should not be used as a replacement for sustained internal process improvement work. Teams are talking to each other every day, to understand why things aren't working and figuring out how things can be improved. They're investing the time (yes investing, there is a cost) to improve processes. These improvements need to be managed just like any other business change, explicitly added to process knowledge, and transitioned into operations as the new way of doing things.
Sadly, there are and always will be many opportunities for consultants to make money selling snake-oil cures for business success. There is no replacement for smart teams applying creative solutions to problems, and putting these in place before their competitors.