If you want to avoid making a major mistake while introducing change in an organization, emphasize process instead of a program. Implement on-going procedures and monitoring mechanisms that will continue long after you and other change advocates have departed.
Boards and bosses are transitory. Projects end. Procedures and systems, however, can have a life of their own and, in most cases, they are long-lived. The seasoned bureaucrats know this. They have seen flashy reformers come and go. The bureaucracy's time-tested strategy involves delay, dodges, confusion, and persistence. They will be glad to let others grab the limelight so long as they retain control of the system.
Their point of strength is also their point of vulnerability. Don't knock your head against the wall of personalities. Save your breath when it comes to declaring grand programs. Quietly change the procedures and the benchmarks. Inject monitoring points that cannot be eluded. Design a new set of rewards and punishments.
Turn the system on itself. They are not counting on that.