The supplicants were far away

The first thing he noticed when he arrived at Rockefeller was a strange sense of calm. There was a slow deliberateness to the way things moved that he wasn’t used to—there was no sense of urgency. There was no sense of urgency, he gradually realized, because the people at Rockefeller had no one to answer to. On Wall Street, he always had clients breathing down his neck, and at Abyssinian there were always people lining up in the office who needed his help that very minute. But at Rockefeller the people who needed help were far away—distant supplicants who communicated through applications and waited months for an answer. The supplicants had no right to demand anything—they took what they could get and were grateful for it.
What Money Can Buy: Darren Walker and the Ford Foundation set out to conquer inequality, New Yorker, January 4, 2016
Urgency is becoming increasingly important because change is shifting from episodic to continuous. With episodic change, there is no one big issue such as making and integrating the largest acquisition in a firm’s history. With continuous change, some combination of acquisitions, new strategies, big IT projects, reorganizations, and the like comes at you in an almost ceaseless flow…Put simply, a strong sense of urgency is moving from an essential element in big change programs to an essential asset in general
— p. 82, Kotter, John P, A Sense of Urgency, Harvard Business Press, 2008.