Everyone understands and accepts the policies, procedures, and measurements that apply to them.

We’re now talking about globally oriented policies, procedures, and measurements, some of which may fly in the face of past practice. It will not be a trivial achievement. In fact, this statement seems extreme. Why everyone?

Suppose the highest level of management decrees “henceforth, you need not worry about staying busy.” The workers’ changes in behavior will definitely not last past (pick all that apply):

• The next layoff

• The next time their honest estimate of work is ignored

• The next performance review Does everyone need to understand everything? Definitely not. They need to understand what is relevant for them to do their jobs well. But if the rules are changing, thinking must be done about what it means for them to do their jobs well, and what they need to understand as a result.

The specifics of this miracle will inevitably depend on the environment in which it is applied. Part IV provides some general how-to’s for the process of implementing the necessary changes, including both things that should be done and things that should not be done.

This leaves us with many questions and much work. The global focusing mechanisms must be defined. Policies, procedures, and measurements must be devised and evaluated based on global considerations. The task seems daunting, which makes our last miracle the most important, and often the most difficult: