If this balance is disturbed by unexpected events, leaders respond by adapting and adjusting to this new environment. If they predict reliable expectations, balance, and control are regained and adaptation is successful. According to Conner, deciding on an appropriate time for change, and control of the rate of change, are keys to achieving sustainable change. Leaders must have adequate skills to assess when the cost of maintaining the status quo is greater than a complete process of change. Stakeholders and market pressures may compel businesses to initiate rapid changes in their companies.
Businesses often foresee change as an end rather than a process.
Processes are usually painful, time consuming and costly, and leaders are therefore inclined to make superficial changes. Interrelated business objectives complicate business operations and make it harder for leaders to react to change. Drawing realistic expectations is the key to overcoming this problem. According to Keefer, ABC s current substantial market value was a direct result of introducing values of accountability and meritocracy to ABC s large labor force. Upon privatization in 1997, shareholders approved a long-term restructuring plan to fulfil their vision of ABC becoming the leading beverage company in the Middle East and North Africa.