GlaxoSmithKline (GSK) realized that it had to refocus its change priorities on performance improvement, and it chose the internally developed Accelerated Delivery Program (ADP) as its strategy. ADP represents the melding of three disciplines: Lean Six Sigma, organizational development, and project management. The goals of ADP include expedited delivery of the GSK strategy; embedding of a disciplined working approach; using a practical approach to nurture skills in leadership, change, PM, and continuous improvement; and embedding GSK values and behaviors to support excellence. An initial deliverable of ADP was the GSK Change Framework, which set up a common language and a structured change strategy. Key to the design of ADP was OD thinking that embodied action learning, use of self as consulting tool, systems thinking, complexity theory, capability cultivation, engagement, and group process with a narrow focus on business performance improvement. OD contributed designing processes to encourage co-construction, maximizing value and challenge of distinct mindsets, establishing a relationship protocol between ADP consultants, modeling change, applying the OD cycle, building leadership belief and trust, selecting a consulting style that migrated from expert to teacher to coach, interceding at the unit of the leader of their team at multiple system levels, and choosing a teaching/coaching scheme to build independence and sustained capability. Lessons gained from the introduction of ADP include the need to be thoughtful in the selection of projects at the experiment stage, respond to opportunities and influence presented by the environment, calibrate the program with crucial business goals, set a series of core precepts to guide team work, and define a standard that is adequate and then improve it over time.