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o First part: background on the organisation with particular emphasis on the reasons for the need for change, past present or future. It is important here to define the issue as precisely as possible and to explain why it is a strategic issue for the organisation. How does it relate to the organisation�s mission, mandates and core values?
o Second part: the change management plan, either the one used by the organisation for assignments examining changes that have already occurred or the proposed change plan for assignments focussing on present or future change management. This should be the part of the assignment where there is most call for creative thinking.
o Third part: implementation of the change management plan. This is the most important section. For assignments focussing on past change efforts, what went right, what went wrong, how could implementation have been improved? What do we know from the experiences of others that helps us to make these assessments? This is the application of theory which, after all, is a set of generalisations based on observed change programs from the past. For those doing assignments on present or future change programs, how should the implementation phase be designed, what are the traps, how will we be able to tell if it is working, what remedies will be needed when things start to go wrong, how will we know if we have succeeded?
� The three parts need not be of equal length but the first part should not be more than one-third of the whole assignment. Our interest here is in the development and execution of the change management process, not the organisation itself. The description of the organisation is needed to provide some context and to explain why the issue is strategic.
� There was some need for clarity on what perspective should be taken, a theoretical or practical one. To navigate through this, it may be helpful for students to imagine they are preparing a report for the management of their organisation either assessing the success of a past program or advising on the approach the management needs to take to a present or future program. Indeed, I am happy for it to read as if addressed directly to the management
� A number of the comments related to the need for changing culture. There are, of course, lots of other matters that could be focussed on such as business processes and introduction of new technologies; provision of new services; service delivery improvement and so on. Those focusing on cultural change might want to consult that part of Skringer dealing with it. They might also want to consider the implications of seeking cultural change. It is almost always very expensive in terms of the toll it takes on staff and management so it is important that the benefits are worth it and seen to be worth it.
� For those thinking about the introduction of KPI�s or other performance measures, it is important to establish the benefits. Measurement on its own is not a benefit. What does it deliver � better performance, greater transparency? How can measurement tools be used to achieve these outcomes because they will not do them on their own.
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