Unfortunately, while many people recognize that the world is changing, and that what we are doing isn't working anymore, few are willing to embrace what that means in terms of how they need to communicate and operate. Its difficult for people to look past the short-term metrics and instead focus on long-term impact. 

Successful transformation rests on a picture of the future that is relatively easy to communicate and appeals to constituents, stakeholders, and employees. Our vision helps clarify the direction in which an organization needs to move. The vision functions in many different ways, it helps spark motivation, it helps keep all the projects and changes aligned, it provides a filter to evaluate how the organization is doing, and it provides a rationale for the changes the organization will have to weather.

A useful rule of thumb, if we can’t communicate the vision to someone in five minutes or less and get a reaction that signifies both understanding and interest, you are not yet done with this phase of the transformation process. In the final analysis, change sticks when it becomes "the way we do things around here", when it seeps into the bloodstream of the corporate culture.

Until new behaviors are rooted in social norms and shared values, they are subject to degradations as soon as the pressure for change is removed. Two factors are particularly important for doing this. First, a conscious attempt to show people how the new approaches, behaviors, and attitudes have helped improve the enterprise, and the second is to ensure that the next generation of leaders believe in, and embody the new ways.  

Since real transformation takes time, the loss of momentum and the onset of disappointment are real factors. Most people won’t go on a long march for change unless they begin to see compelling evidence that their efforts are bearing fruit. In successful transformation, leaders must actively plan and achieve some short term gains which people will be able to see and celebrate. This provides proof to organization members that their efforts are working, and adds to the motivation to keep the effort going.

When it becomes clear to people that major change will take a long time, urgency levels can drop. Commitments to produce short-term wins help keep the urgency level up and force detailed analytical thinking that can clarify or revise visions.