Top managers increasingly realize that success not only needs a fundamentally different way of managing: some are starting to see that they too will have to change. Within many large organizations, fruitful discussions are occurring. There are often significant islands of change advocates. For some, the shift is non-negotiable. If the firm won’t support change, the best talent goes elsewhere.

There is increasing recognition that the new way of running organizations is more than a set of tools. 
It’s about conveying meaning that reveals our deepest values, our very core, as human beings. It entails a different state of mind that starts with a change of heart.

Discussions within firms tend to proceed slowly, as this is a massive re-imagining of the traditional principles of management. The changes cut deep. Yet anecdotal evidence suggests that leaders who are succeeding discover that it gives them the chance to live and lead with satisfaction and even joy in their work. They think and feel differently about their organization and their lives.

Thus, the new way of getting things done is a transformative idea. Like all transformative ideas, it creates a way of evaluating other ideas. It offers a way out of many practical, financial, economic, social, political, and ethical dilemmas of our time. It establishes criteria by which goals can be set and progress measured. Instead of offering a jigsaw puzzle of little fixes, it provides a broad theory of how organizations—and society—can function for the better.

It is also the fact that the processes of traditional management work like a immune system of the human body. 
If you make a change (improvement) in one process, e.g. HR, then the other processes of the firm (eg budget, strategy, finance) will kick in and say “that’s not how we do things around here” and so the change is likely to be hampered or blocked.