Consider the following statement:

Starting from scratch underplays the fact that significant redesign has to be planned and implemented in a real-life context that won’t go away. Hospitals’ re-engineering projects run into the problems of physician power. Government projects are often stifled by a context where people can’t see the need for fundamental change. In manufacturing and service organizations, plans to implement a new way of doing business are often undermined by the thinking and mindsets of the old way. These realities have to be actively managed and changed if new initiatives are to succeed.

(Morgan, 1994)

To what extent do these or similar issues apply to your own organization or one you know well? Anticipating what has still to be discussed in the chapters to come, put forward ideas for how managers and other relevant people might address them.