150 Implementing Strategic Change Introduction The leading organizations taken from our international survey and described in Chapter 2 are characterized by living and breathing four segments of management principles. The fi rst of these is the determination to achieve leading status ­ the desire to be out front. These organizations strive to lead the pack in every aspect. They achieve their strategic focus from the adher- ence to the second segment of principles, those that determine how the lead- ers defi ne their strategic capabilities and keep them up to date. These have been termed the five management principles focusing on strategic intent. By adhering to them the organizations continually redefi ne their business processes to maintain integration across the business using a disciplined approach to deliver customer value and eliminate waste. Chapters 3 to 7 explored the pivotal role that interfacing activities play in enabling leading organizations to embed within their organizations these management prin- ciples focusing on strategic intent. However, prioritizing, defi ning and quantifying each element of the change needed to build these strategic capabilities can only deliver value when the changes are actually deployed. So this chapter explores the third segment of management principles, those employed by leading organizations