In the past ( a decade ago) change happened very slow. It was typical for those who are involved in organization change to revisit and transform business process on a predefined frequency (yearly or biannual). Most of the times the kind of change happened in customer facing processes, because they where important, they where related with money influx, revenue, margins and managers thought that it was better for the business to make a check up. like servicing the car according to the maintenance program.
Today is usual to change processes in short cycles like 3 months, due a multitude of reasons, new business models, new products, new services, new offers, new customers, new everything. Despite the "old", "classical" methods of process analysis and change are still valid there are other methods like advanced analytic, agile, etc that cope much better with the speed of change. Still, if your team is not able or prepared to play the real time change enterprise, new methods are useless. I start to feel that is necessary to companies to source and retain people that are so agile and able to interpret signs and data on real time that will make the difference. That is also valid for aspects related with change, like sourcing new IT to incorporate in service design, that sometimes takes so much time the opportunity to make change happen is a thing of the past.
Build teams and a culture of fast execution, high autonomy, entrepreneurial spirit is difficult but is far more important to make change fast, rather than new tools, new machines, new methods.