Stiction, a contraction of 'Static Friction', describes the initial resistance to relative movement of objects in contact. It can also describe the resistance to change in an organisation, and change is usually what is needed when improving it's processes.
The formal discipline of change management may be employed on significant changes such as mergers, de-mergers, internal reorganisations, new technologies, new corporate visions etc. Whereas, an abbreviated form may be more suitable for many process improvements, which are often on a much smaller scale and needed more frequently. Even then, they can still meet resistance, unless the organisation is structured to think of change as part of normal operation. It's ironic that the Plan-Do-Check-Act (PDCA) improvement cycle can also be read as Please-Don't-Change-Anything !!
That much used word 'Agile' could well describe a structure optimised for continuous process improvement. It would be one where key processes are continuously monitored and analysed, variation and waste minimised using well-tried methods and small, responsive teams which form and dissolve as needed, and where new products and services are seamlessly integrated into normal operation.
Impossible to achieve? As the saying goes, everything is impossible until it's done.