It used to be that you had to talk about "synergy" in change, these days there is a more discussion about "holistic" change, although the term holistic does seem to be becoming just another piece of management speak
One of the critical things about organisational change is what you do "afterwards". Through good Change Management processes, along with some hard work and a little good luck, you will find your organisation settling down to a new way of being.
But often the new organisation doesnt actually work much better than the old one, for a while at least. There can be lots of reasons for this but one many managers would do well to be more aware of, what is sometimes labelled, Survivor Guilt.
The military have some interesting approaches to managing with change, and are clearly aware of the psychology behind the things we do (sometimes unhelpful things) particularly in a crisis situation
One thing used to be habituated in the UK Forces was S-t-o-p, standing for Stop - Think - Orient - Plan. And another (possibly a very English response) of the immediate brewing of a cup of tea. Another similar acronym from the Emergency Services is S-t-a-r, standing for Stop - Think - Assess - Respond