Changing is hard. Pretending to change is much easier. And frequently the people in the organization high enough up to dole out rewards (promotions, bonuses, et

Changing is hard. Pretending to change is much easier. And frequently the people in the organization high enough up to dole out rewards (promotions, bonuses, etc.) aren't sophisticated enough technically to tell the difference between real change and pretend change. So the incentives all run towards doing the pretend change, grabbing the rewards, and then leaving a mess behind for someone else to clean up later. That's what makes documents like this useful -- they provide ways for those non-technical higher-ups to start distinguishing between the projects in their organization that are pretending to change, and those that are actually changing. Which (hopefully) will help them start pointing those incentives in the right direction.