They say that making organizational change is like performing an appendectomy on a man carrying a piano upstairs. Order in chaos is achieved through well designed processes which coordinate and sequence proven methods of organizational change and development, such as visioning, gestalt practice and team building. This ensures more complete communication and precise control over the pacing of change, which are of great value to the Chief Executive Officer.

And change continues. It’s not enough to be tight and lean and stripped. Companies need to be flexible, adaptable, and agile to anticipate changing markets, absorb new technology, track shifting customer needs and parry competitive thrusts. Good change processes can create virtual slack, recognizing the need for human interaction on multiple levels, embracing emotional as well as rational factors and unconscious as well as conscious processes.