TABLE OF CONTENTS Let s step back and look at what you have accomplished so far. In Chapter 4 you defined your change objectives and strategy. In the preceding chapter you established the framework for undertaking the change effort. Now you are ready to select the activities that will be examined in detail and changed through Quick Wins and long-term change. The selection process is not only technical, but also managerial and political. After all, you could spend a great deal of time in selection only to find that management has already prejudged what is to be changed. For this and related reasons quite a bit of time will be dedicated to political concerns and factors.
The importance of this chapter is rather obvious. If you fail to select the best group of activities, do not succeed in marketing the choice, or do not involve the employees and managers outside of the change team, you risk:
Designing and implementing change that results in marginal benefits.
Dooming the change effort from the beginning because people did not have a say in the choice of activities for change.
The first step is to review the change objectives and strategy that you developed in Chapter 4. That will give you an idea of where to start in terms of considering business processes. However, we strongly urge you to cast a wider net at the start.
There is no reason not to consider a wider range of processes.
