If business managers perform the same roles and functions globally, why then do organizations fail?

Interesting question, but I doubt anyone humble enough will be able to answer it in a few lines. I'll use an example from sports to answer: all baseball/soccer/football teams have the same amount of players (on the field) and the same roles/positions. They usually also have a similar amount of managers. Why then do some teams succeed and others fail? The answers are one, and most often a combination, of the below (the bigger the organization/team, usually the more reasons):
1. Individual talent (of the employees and/or of the managers).
2. Lack of experience (of the employees and/or the management).
3. bad fit of the business for the market (this could be a bad fit in general, or just at the present time).
4. (the manager) Not knowing how to inspire and motivate your team.
5. The manager's managers not knowing how to inspire and motivate the manager.
6. Not enough money (this is often used as an excuse, but can often be a legitimate reason - there is only so much a person can do with a limited budget)
Many excellent answers have been written on the subject, and I am sure that they are more elaborated that mine. A good start would be "The One Minute Manager" - it's old, a bit 'corny' and has some generalizations, but as I said: it's a good start.
I've successfully helped over 300 entrepreneurs, and I'd be happy to help you if you need.
Good luck

Hello! The implied correlation in the question relates to alignment of roles versus organisational success. This is a very narrow perspective. Assaf already highlighted a range of things to consider in relation to the team or managers themselves, I want to point out the environment and business context.

Regardless of the skill set and motivation, business managers deliver in vastly different business environment. They can face different challenges in relation to e.g.:
(1) Local competition
(2) Time to close on deals
(3) Environmental enablers - e.g. availability of digital infrastructure vs relying on traditional sales channels
(4) Regulation and law
(5) Economic trends - whether the local branch operates in a recessionary or expansionary economic environment

The entire 'stack' of challenges needs to be considered to adjust for environmental differences. I've seen vast differences in how successful companies adjust to local business environments and would be happy to share these observations and techniques with you.

It all boils down to one thing: communication. There are 2 groups of people that determine the success of an organization: the customers and the employees. Companies often focus all their efforts in communicating with the market but fail to recognize that employees are what actually moves things forward. The roles and functions of managers differ very little, what differs is the way that they act in those roles. Good managers act out of empathy, know how to motivate and most importantly listen, bad ones on the contrary delegate, control and belittle. Especially in the age of Millenials, the second type of managers will certainly lead to the organization's failure.

I worked under both types of managers and saw my own performance drastically differ. I was so intrigued by the magnitude of the influence that I decided to study leadership and afterward I started my own organization that I manage based on the previously mentioned principles. To this day, I'm still amazed by the things my employees do and the way that impacts the success of the organization. In case you in need of marketing and business development consulting, feel free to check out our website: https://www.solveo.co/

Such an excellent question especially relevant as so many corporations are failing. Great points have been made, however market and operational variances are the responsibility of company leadership. How leadership makes decisions and with whose input is determined by experience.
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Turn-arounds require precision.
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Sears is unfortunately headibg for a corporate graveyard. The hedge fund that acquired Sears made a mess of things.

Sears held three major assets: real estate, Craftsmen tools division and Kenmore appliance division.

The hedge fund liquidated two divisions - typical, but ill-advised. Sears should have judiciously sold real estate, jettisoned Kmart and focused on retailing and wholesaling Craftsman and Kenmore.
Leadership decisions determine the success and failure of companies.