The new person coming in to shake things up and quickly gets charged with fixing the org's biggest problems. Doesn't bother to learn why things are the way they are. "Context" is boring, recommending that means you are likely part of the problem. Plus, untying a knot doesn't make for an interesting deck versus "Recommendations: Immediately Implement...".
Pile the solution on top. Boss gives them lots of rope to shake things up. Rollout looks good month 1, then problems: People carrying it out "aren't bought in," they leave. But they "weren't on board with new thinking." New hires brought in, this time with new process as SOP, all good, right?
Well the rest of the planet doesn't know this, they still have the same problems the "solution" was meant to fix. Lack of context and understanding of the complexity means that the solution was never going to work.
I see this on the business side more than the technical side. You can't just write new code over old code, although this is Corporate version of "Rip and Replace." The problem is that code is not a fair representation of human interaction, which is where business process emerges from. In code, arguments are defined clearly. Exceptions are thrown when it's given something it doesn't understand. Humans are much more complex. The mere fact process is being changed from above affects the results.
But even then, most humans try to adapt. But good consultants take the time to understand the landscape, and "what got us to this point." But most businesses don't use that practice. In fact, many choose to ignore it willingly in favor of a promise of a quicker fix. This sets up the org for failure and the new employee, who thinks they are the hero being brought in to save the day.
It would make for a very boring drama.