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

Restructuringmade very clear. Second, the end goal or vision must be communicated inan appealing way. Third, the whole exercise must appear doable by beingwell planned and well implemented. For the majority of individuals theoverwhelming experience is one of upheaval. The cost of changing is high.It is therefore imperative that the benefits are accentuated and thenplanned for in the most authentic and genuine way as possible.In Figure 5.2 we outline our generic approach to restructuring, whichcan be tailored to individual circumstances. We highlight areas of potentialproblems and also suggest ways of making it a more effective process.Strategic review and reasons for changeAny attempt to restructure needs to have a clear communicable rationale.This will typically come from a review of strategy that highlights the needStrategic review⇓Reasons for change⇓Critical success factors⇓Design options⇓Risk assessment⇓Learning from previousprojects⇓Learning from bestpractice⇓Project plan⇓Project implementation⇓Continuous monitoringfeedback and adjustment⇓ReviewFigure 5.2A generic approach to restructuring193