Over the past decade, the author has observed over 100 companies that have strived to become significant competitors. These efforts go in many different directions: comprehensive quality management, reengineering, appropriate scale selection, restructuring, cultural change, and total change. However, in most cases, the basic goal is the same: to create fundamental changes in the way of business to help cope and deal with new increasingly challenging markets. A few of these efforts of change are very successful. A few others completely failed. The lessons that can be drawn up are very interesting and probably will involve many organizations in the increasingly competitive business environment of the coming decades. One lesson is that the process of change takes place over several stages and often takes a long time. “Burning stage” only shows a fast speed and never gives a satisfactory result. The second lesson is that serious mistakes in any of the stages can have harmful effects that slow down the growth rate and eliminate the results that were previously achieved.