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To survive and succeed, every organization will have to turn itself into a change agent. The most effective way to manage change successfully is to create it. But experience has shown that grafting innovation onto a traditional enterprise does not work. The enterprise has to become a change agent. This requires the organized abandonment of things that have been shown to be unsuccessful, and the organized and continuous improvement of every product, service, and process within the enterprise (which the Japanese call Kaizen). It requires the exploitation of success, especially unexpected and unplanned-for ones, and it requires systematic innovation. The point of becoming a change agent is that it changes the mind-set of the entire organization. Instead of seeing change as a threat, its people will come to consider it as an opportunity.