Now that we've looked at the global perspective, let's see if we can make sense of something that's a bit more knowable. I'd like you to get in your mind's eye, a picture of your whole organization, however big it is, however, spread out it is. And not only do I want you to get the picture of the organization in your mind's eye, for the next few minutes, I'd like you to become your organization. And I'd like you to think as if you were your organization. First thing I'd like you to think about is, what's going on relative to the pace of change. Is this a relatively quiet period of time in your organization?

Is that above normal? Is it more chaotic than normal? Or have you never been in a situation or an environment like this? nonetheless, whichever of those are that apply to you? Makes perfect sense based on your understanding of the situation, depending on how long you've been around. So what I'd like you to do is to think about The rationale for change, obviously, there's changes going on in the organization.

And I'd like you to consider answers to three basic questions. You are the organization right now, what's pushing you around? What are the pressures are the opportunities? What are the threats? I'd like you to think internally. I'd like you to think externally.

Why is change necessary right now? What's at stake if your organization doesn't respond, or doesn't change successfully to adapt to and respond to those particular threats? And lastly, where is your organization going? What is its preferred future that it's trying to create? Just take a minute, there's a worksheet that's provided and I'd like you to make some notes. You can pause this if you like.

I'd like you to answer those questions. If you've got some colleagues there with you Have a discussion. Some examples that might be relevant to yours. This is certainly for many organizations and one particular organization I worked with not long ago, no competition that showed up long term quality issues were nagging for a long time. And they were still unresolved. Customers had some new options.

Now there were other players in your business regulations, and there was some unhappy customers. So obviously, those were some pressures or problems they needed to respond to. So what was at stake if the organization didn't actually change? Well, clearly we could have some problems here was some customers missed quarterly targets, there may be no bonuses, it could be layoffs. And perhaps more importantly, they would possibly lose credibility with potential customers not only lose their existing ones, but they wouldn't attract new ones. What were they trying to do?

Well, they were trying to improve customer satisfaction numbers by 40 In over three months, and that was a big reach, they wanted to match new competition on pricing selection. They were trying to get into regular compliance mode, and they really wanted to see a future where they had some long term viability. So that was the foundation or the rationale for change in that particular organization. What's going on in yours? Once we have that rationale, or foundation for change in place, what I'd like you to do is to take stock, what's actually changing in your organization right now. Again, there's another worksheet and I'd like you to pause this and just make some notes to yourself what would be the recent past changes perhaps, three, four months ago, backwards about 18 to 24 months, perhaps the current changes could be in the four or five month window you're in the middle of right now.

And then the near future you might think of two or three months out over the next two or three years. So what are the changes the actual changes. So these are decisions that have been made, and things that you're trying to make different as an organization. So again, push pause, have a conversation with some colleagues and make a list. Here's what it looked like in one particular organization. Some of these changes you might find as the first one spans all three timeframes, because it's a pretty major change, overhauling the rhit system.

If you've ever lived through one of those, you know, that's a major change. So it was going to take several years in a new director in Alaska, two big clients and new marketing initiative that started new production procedures and some new quality metrics that had happened in the last seven 810 12 months. Right now what was going on was the IT system was chugging along and it's overall, a couple of new products and marketing launch three new small clients. Loss of one big key client and new production procedures were continued. And as they look forward in the near future IT system overhaul was going to continue, they could see an SAP launch as a part of that coming forward marketing program was going to be expanded. And then we're going to be some minor structural changes that they could see in your organization structure going forward.

And they were planning on a new compensation and bonus system once they got some of these building blocks in place. So that's simply a stock taking, if you will, of the major enterprise wide changes that are going on in that particular organization. So what's going on in yours?