TABLE OF CONTENTS The client and key decision makers have agreed to advance the change initiative to the design phase. The consultant has his or her marching orders to design an initiative that will close the performance gap and contribute to achieving a top business goal. The consultant must now tap the talent of the organization to design the initiative in such a way that energizes people for strategic change. The seeds of success for deployment are planted during the design of the initiative. The first order of the day is to quickly establish a broad-based coalition for strategic change. This coalition will be the driving force for strategic change in the organization.
The client consultant relationship that began during the diagnostic phase continues to grow and develop during the design phase. This relationship provides a foundation for others to be engaged with the initiative. An ad hoc change coalition is formed that engages the talent of the organization and the strategic change expertise of the consultant. This coalition will emerge as the team that is accountable for the overall success of the initiative and responsible for carrying out initiative activities. As the initiative progresses, more people are brought in to help, and as the coalition grows, specific roles and responsibilities emerge to meet the growing demands of executing the initiative. When the initiative is complete, the change coalition disbands.
The diversity of this coalition is the source of ideas, perspectives, and energy required for the strategic change to...
