Results are driven by processes, and processes are driven by structures. So trying to change results within the same old processes and structures is like walking against the wind: it will imply massive, repetitive amounts of work to deliver despite, or even against,
the negative inertia.

You can challenge the structures and processes to have them
contribute to the results you want, hence creating long term
backwind - positive inertia - to your initiatives.
We call this structural engines.

Structural engines can affect structures (office lay-out, salary structure,
organisation chart…), or be process related (approval or input process,
information flow, team interaction rules…).

• The sales bonus system at Thai Pure Drinks Ltd was long 100%
  volume related. So, salesmen focussed their efforts on larger stores,
  often not even stopping to serve small ones - who turned
  to competition. The Company now restructures this counter-
  productive bonus system, tying salaries to the number of
  served customers – and expecting to revolutionize sales people’s
  behaviour overnight.
  
  
• Coca-Cola Belgium long struggled with sales/marketing conflicts.
  Brand managers seeked approval of their projects by their
  management, prior to « selling » it to the sales team - who would
  find 1001 operational reasons to reject it. Change occurred when
  the marketing director changed the process, refusing to even
  discuss a program that would not have Sales support.
  The process turned into a joint recommandation from
  joint sales/marketing subteams into their respective management -
  with tripled efficiency.