In my experience with ceo's and senior executives- the "numbers" have a funny habit of changing to match projections. I saw them waste at least 6.5 billion dollars over 5 years in failed project after failed project. All based on unrealistic assumptions. And in every case, the failures were redefined as successes except for the failed SAP rollout.
A large corporation can cover some terrible errors and CEO's (and executives) are paid for changing things- not for running them well as they are. So you can have a good business practice and it will be removed and replaced with something else which is much, much worse.
If the change works- yea! Big bonus for the CEO and/or executives. If it fails- yea! Big golden parachute. If it's in the muddy middle- there will be a lot of pressure to say the change worked. Because deadlines, definitions- sometimes reality- is subject to intense pressure and manipulation to say the change worked.
Actual reality doesn't set in until they leave or the company goes tits up.