Introduction

Each time you start a new activity in change management, you should first review where you are. The business has been reviewed. The goals and strategy of change management have been defined. Processes have been selected for potential change. Information has been collected and analyzed for these activities. All of this has been undertaken in a collaborative way. So you have many opportunities for change along with specific alternatives or scenarios for change (future process). From the analysis of the preceding chapter you also have some idea of benefits and requirements at the detailed level.

With all of this completed, there is a tendency to want to go into some department and make changes. However, there are many risks that are present.

• Short-term changes that look good now may turn sour and be thrown out later. This jeopardizes the change effort and confuses the employees.

• Disorganized change takes more time and effort than following a strategy.

• Fragmented change tends to result in few major benefits.

If you were to start implementing, you would be close to following the Total Quality Management (TQM) approach of continuous change. Overall, it pays to carry out a few more steps. In this chapter you will organize potential changes into Quick Hits and longer-term change. Having completed this, your change implementation strategy will be created in Chapter 9 to be followed by project planning and implementation.

Perform In-Depth Analysis Of The Approaches For Change

Now recall from Chapter 7 that you...