As mentioned previously, the leader has already set the tone for such changes in his or her expectations, illustrating their vision that is easily recognizable in his or her behavior, touch points, and establishing a revised mission that is set forth according to the times. Remember that a strategic planning process that begins at the top levels is the catalyst for this activity. In an ideal situation this process is occurring on the heals of a previous strategic plan. In other scenarios, there may be an urgent need for change.
As a final note, every organization and individual within it should plan and consider time for the unexpected. Shooting from the hop is a recipe for failing. Acknowledge the 7P's but don't dwell on them. I have never in my many years of consulting experienced work with an organization that did not have issues with short staffing and/ or, the frustration of constant disruption to their routine because of someone else's needs. By creating a work flow for yourself, you can begin to really understand how your time management is working for or against you. Look at where most of your disruptions occur and get a grip on what you need to do to manage them. Disruptions may be major or minor but a strategy for assessing them is important. You will make noticeable gains in productivity, that you never imagined possible. This section could easily be an entire book but this will have to do for now.
The former merely present some fictitious scenarios that should come into consideration when moving towards deeply embedded change. Consultants offer a fresh eye to help pace and order the steps of change; they should have the tools to do scenario planning and allow the CEO to have a 30,000 foot view for a small fee, without investing too much up front. Integration of change features results in a more holistic change that can be believed and adapted throughout the entire organization.
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