We don't need to change everything, however. Organizations must keep faithful to their principles about vision and mission, but anything else is subject to change: Change must be allowed in order to gain more contracts, increase benefits and value to shareholders. Change may produce more sales to customers, of better quality products. Change could bring a better workplace for people, following optimal processes supporting the business.
Plenty of books have been written about change management already. In this blog you can read some texts by Tom DeMarco, who has developed admirably the psychological factor of the organizational change and the human behavior at corporate change.
In order to learn about the non-psychological aspects of organizational change, I must recommend this document recently published by PMI, entitled Managing Change in Organizations. You can download it (for free, for a limited time) visiting PMI website at the following link: http://www.pmi.org/Knowledge-Center/Change-Management/Change-Management-Form.aspx
This final reason is the most important for me. If we are managing projects, programs or portfolios, then we are agents of change. Our company may change to sustainability if the top managers take the right decisions about strategy and finance. This is right, but... Somebody will have to take the responsibility of getting things done, and somebody will have to implement change effectively. Who are they?