202 Implementing Strategic Change investigations, tweaking and fettling of the new initiative. Envisage instead a situation where a clean-up is no longer inevitable and where the staff and managers' effort is devoted entirely to the required changes. The result would be a leaner, fi tter, strategically more responsive organization. This organization would be ranked with the best in the world. Further, using the approach outlined in the first nine chapters of this book, there is no limit to how much forward progress can be achieved. Interfacing activities continually change We have made the point many times through the book that interfacing activ- ities are subject to ongoing change. We have shown that physical layout can require different interfacing activities to take place. For example, a multi- factory food company had one of its fi nished goods warehouses located away from its factories, on the other side of a divided highway ­ self-harm you probably think, and that would not happen in your business! But differ- ences in layouts do not have to be major to have a toxic impact. Things as simple as the location of the photocopier or the insistence of a manager that he or she is the only person who can use particular equipment or sign-off an