Visible performance improvements are actively planned, engineered and delivered, not hoped for, set as goals in the planning system, and the people involved are recognised and rewarded; Kotter found that most people will not stay on the long march without compelling, unambiguous evidence within 12 to 24 months that it is working, and that commitments to wins keep urgency up and sharpen the vision. His example: a new product chosen about six months in because it could be launched quickly by a small committed team outside the established structure. In 2014 terms wins are the molecules of results: anything, big or small, that moves the organisation toward the opportunity, collected, categorised and communicated early and often; effective wins are relevant, meaningful to others, unambiguous, visible and tangible enough to be replicated.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.