No change was implemented without agreement from everybody. All the employees participated in the changes and had power to design the way they wanted their tasks to work. Employees were given responsibility for their own tasks and it was up to them to perform. Additionally, the business plan was documented and hung in reception for all to see. This outlined the tasks involved in completing each change and each of these tasks had owners who had to complete their tasks by the agreed due dates.
Considerable support was exhibited by senior management. They knew the details of the changes, and also indicated that they supported the changes wholeheartedly. Their attitude towards employees also emphasised the importance of the people to the business. The divisions were employing more people after each round of change, rather than removing people. This had been one of staff's major concerns and trust in management was strengthened from the promises and assurances which were actually delivered.