The organization considered that the steps they followed had proved successful. They would take a similar approach if they initiated any further re-engineering projects at a later date although some of steps would not need to be repeated unless major upheaval was again required. Management recognises that processes are volatile, and accordingly the group plans to settle into a continuous improvement approach which revises processes periodically. This is supported by Davenport who claims that organizations should aim for a culture of continuous improvement. Management plans on revising both the team building and role restructuring efforts to ensure employees remain committed to the organization.