As with every introduction of something new, a change management process needs to be in place for achieving the goal of a successful introduction. In the case of Systems Engineering specifically, it is furthermore essential to stress the fact that putting effort into the development process pays off in the long run and minimizes effort in the final phases. A thorough analysis of requirements, for instance, grants a better understanding of what a system is supposed to provide once finished. It helps the components of the system, put in place by the architecture, to work together and generate the specific behavior the costumer had wished for.
An early effort in analysis and architecture therefore minimizes the risk for deficiencies in development and unwanted surprises. It also guarantees the correct and early assessment of what is realizable and how much it will cost.
Generally speaking, every company does Systems Engineering in one way or another, but rarely in an explicit way. An explicit Systems Engineering guarantees that decisions are being made consciously and at the right time.
An introduction strategy for Systems Engineering must not necessarily entail the introduction of an entirely new process all at once. A successive, more cautious introduction is conceivable, where one person takes over responsibilities for Systems Engineering only implicitly and plays the omniscient contact person in the project. Thus, the importance of such a central role in a real project becomes apparent, which in turn will make it easier to justify introducing that role within the company.