Change lasts once it becomes the normal way of working, grounded in shared values and the social norms of the group. Kotter names two factors: a deliberate effort to demonstrate how the new approaches, behaviours and attitudes have lifted performance (otherwise people draw wrong connections, such as crediting a charismatic boss), and making sure the next generation of top management personifies the new approach, with promotion criteria and succession decisions, and a board that understands the transformation, aligned to it. The 2014 version adds that culture changes last, after people's actions have changed, and that the hierarchy and the volunteer network must stay synchronised so new practices are grafted onto old roots that still work while inconsistent pieces are cut away.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.