As we have considered earlier in this book, unless organizations continue to adapt to changes in their environment, they are likely to enter a phase of ‘strategic drift’ (Johnson, 1988), characterized by lack of clarity, confusion and deteriorating performance. Indeed, it is often only when the organization is in freefall, and the paradigm of the organization becomes less fixed, that change is recognized as necessary. Strategic choice inevitably produces organizational change. One set of changes can lead to more fundamental changes. Mergers, for example, often become ideal springboards for major organizational change once the initial integration of the merging organizations is under way.