Michael Lissack
3. Practice Embedding (18-36 months) With integrated systems in place, organizations focus on embedding coherence approaches into everyday practices rather than treating them as special ini- tiatives. This phase typically involves developing capability at all organizational levels, creating self-reinforcing systems that main- tain coherence without constant attention, and establishing adap- tation mechanisms that enable evolution without fragmentation. 4. Sustained Evolution (ongoing) In this mature phase, coherence becomes part of organizational identity rather than a separate change initiative. Organizations develop the capacity to evolve coherence approaches as circumstances change while main- taining essential continuity, create leadership succession that preserves coherence capability through personnel transitions, and establish learning systems that continuously refine all five dimensions. Moving effectively through these phases requires the "vigilant oppor- tunism" previously mentioned—maintaining direction toward greater coherence while recognizing and leveraging emergent possibilities that arise during implementation. Organizations that successfully create co- herence amid complexity don't follow rigid implementation blueprints but approach the journey as an adaptive challenge requiring the very capabilities they seek to develop throughout their systems. The journey toward coherence is ongoing rather than fixed. As orga- nizations evolve and environments change, the specific manifestations of these steps will shift. What remains constant is the need for alignment between who we are, how we speak, where we operate, how we coordinate, and how we connect. This alignment—this coherence—allows us to mas- ter complexity rather than being mastered by it.
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