The objective of this set of activities is to put in place enabling structures that will stimulate, support and reinforce new behaviours.
This is where our process becomes chaotic and complex. There are ten issues listed. Depending upon your specific circumstances, some of these become less critical than others. Many of these need to happen in parallel. You will get more of a sense for this as you work your way through the individual sub-components.
At this point, we begin detailed implementation planning and begin to prepare the old and new systems for the transitions. We consider what must be put in place, what "structures" are needed to make the changes happen: changes to reporting relationships, creation of working groups and steering committees, changes to reward systems and performance indicators, creation and modification of communication systems and procedures, further education and training, and the alignment of sponsors, champions and project managers.
An analysis of critical aspects of the existing organisational culture and systems must also be conducted (e.g., norms regarding change and risk, likely barriers and resistors, identification of likely sponsors and champions), as well as an analysis of the chosen innovation/change in terms of its likelihood of implementation success (i.e., its relative advantages; its compatibility with existing culture, values and needs; its complexity; its trialability; its observability; and its capacity for re-invention).
All of these are critical to successful implementation.