ABSTRACT
The assessment informs the nature and size of the opportunities for improvement. Understanding the characteristics of these opportunities is critical in identifying and selecting the type of change required that will best meet the needs of leader’s organization. In a transitional change, structured project management framework and tools from process improvement methodologies such as Lean, Six Sigma, Process Reengineering, Agile, etc. are leveraged, in addition to the tools used for incremental change. The organization has the time to educate its staff in the continuous improvement methodology, build consensus, and engage people at all levels across the organization to collaboratively build the new organization—slowly and steadily, one brick at a time. Transition is seen as a fluent change toward a new future, which is an improved version of the existing organization, but transformation is seen as a change toward a future that is fundamentally different from the existing organization.
