Management should promote an atmosphere of experimentation.
The need to execute pilot projects prior to rolling culture out across organization is also essential. (e.g., model lines, kaizen blitzes).
Do away with rigid performance goals during the implementation process. If the performance pressures are too great, people will not have the time or energy to focus on a good implementation process, which is critical to success. Broader measures for performance become focus of employees (e.g., not just number of cases out the door, but cost, quality, flexibility, timing).
Modify the compensation system to support the new performance objectives: consider pay for knowledge, pay for skills, and profit sharing strategies. Everyone needs to get involved with setting and meeting performance measures.
