Once the transformations described in the first of this two-part series have occurred, all organizations should follow a roadmap to achieve and sustain major, organizationwide and beneficial change. The result is a series of separate, different types of breakthroughs in various functions and levels. Sudden bursts of change in specific projects can occur, but it may take months or years before the cumulative effect of many coordinated and inter-related efforts provide maximum results. Although the effort usually begins as a response to a crisis, it should instead be a planned initiative.

The roadmap is a systematic—not prescriptive—way to achieve organizational change. It brings about a positive systemic change, not a technological change in the way business is done. One project won’t change a culture. Many projects that are managed effectively will be needed to meet long-term gains.

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