The bravest are surely those who have the clearest vision of what is before them, glory and danger alike, and yet nothwithstanding, go out to meet it. - Thucydides
I have been involved in countless efforts throughout my career in which various organizations needed to accomplish some fundamental change in their direction, positioning, or purpose. Such changes are rarely quick, easy, or successful the first time they are attempted. The reasons for this are many and varied: understanding the details of such changes is itself an incremental discovery process; the underlying organizations often have one or more cultures that actively resist changes to varying degrees; inter-organizational dynamics are often complex and not sufficiently understood; and finally, because communications about the compelling drivers for such changes are often watered down by abstractions, hedges, and distrust. The net result is to increase anxiety and delay, rather than motivate and accelerate, those who must make the desired changes happen.