The only way to give this change staying power is to use the early successes and their attendant institutional clout to tackle the deep systems of the company—namely, its incentives structure, how people are held accountable, how resources are allocated. Think about government procurement and how deeply entrenched it is. In most organizations, these systems are considered untouchable by most employees. To make changing them a prerequisite for embarking on the transformation is a nonstarter. But change them we must.
