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

The applicationsThe task for the management team was to generate an honest list, assessthe degree of risk (probability x impact) and agree actions to minimize therisks. In addition, and as an example of good practice, a risk assessmentwas also completed for the process of managing the change as well as thechanges themselves, as listed in the box.RISKS INHERENT IN MANAGING CHANGEManagement of changeThe organization will spend another six months to a year with the ‘eye offthe ball’.There is a lack of change/implementation expertise and skills.The executive management team tends to get ‘bored with the detail’quickly and therefore may lose interest and impetus and let both the transitionand the transformation peter out.CommunicationsStaff may see this as ‘yet another restructure’ not tackling the real problems,and therefore become demotivated.PeopleWe need to ensure the best people possible for each job. We need toensure that we keep the people we want to keep.Management of synergiesLoss of knowledge – we need to capture and transfer knowledge of, forexample, strategy formulation and implementation.We need to ensure best practice in one part of the company is transferredacross the company.Roles, responsibilities and interdependenciesRisk of business units declaring ‘UDI’ and not fully engaging with centralservices and company-wide issues.We need to ensure those in the centre are motivated and their performancemeasured. We need to establish levers other than the policemanrole and the threat of regulators etc.200