ABSTRACT
Many change-management programs are decided by top management to fix a significant but singular problem. Such programs are construed with a traditional mindset, and their implementation is delegated to SWAT teams that do not have the time or the interest to gain a good grasp of what happens on the front-lines. Because of their inherent fundamental differences, traditional and agile management cannot coexist. Several reasons explain why the leadership finds it so difficult to change the established management system. One of them, and not the least one, is that some business-leaders do not fully understand the powerful forces at core of management system that shape the corporate personality. Change management programs are often conceived and carried out with a traditional mindset and methods. They are be implemented by people that have a traditional mindset and deeply rooted habits. Such people are not able to transform an organization that is impregnated by routine, by immobility; at best they can follow orders.
