cameron and green making-sense-of-change-management

The underpinning theoryhigher quality, more legislation in key areas of our work, and rapidly developingcompetition in significant areas.Please examine the attached information regarding the above (customersatisfaction data, benchmarking data vs competitors, details of new legislation)and start working in your teams on what this means for you, and howyou might respond to these pressures.The whole company will gather together in October of this year to beginto move forward with our ideas, and to strive for some alignment betweendifferent parts of the organization. We will present the management’s visionand decide on some concrete first steps.BCDE-mail from CEOA number of people have spoken to me recently about their discomfort withthe way we are tackling our biggest account. This seems to be an importantissue for a lot of people. If you are interested in tackling this one, pleasecome to an open discussion session in the Atrium on Tuesday between10.00 and 12.00 where we will start to explore this area of discomfort. LetSarah know if you intend to come.E-mail from one manager to anotherJohn seems to be in cahoots with Sarah on this issue. If we want their supportfor our plans we need to reshape our agenda to include their need for extraresource in the operations team. I will have a one to one with Sarah to checkout her viewpoint. Perhaps you can speak to John.Our next step should be to talk this through with the key players on theExecutive Board and negotiate the necessary investment.Announcement from MDAs you may know, consultants have been working with us to design ournew objective setting process which is now complete. This will be rolledout starting 1 May 2009 starting with senior managers and cascading toteam members.The instructions for objective setting are very clear. Answers to frequentlyasked questions will appear on the company website next week.This should all be working smoothly by end of May 2009.108