Personal commitment it is important that you assess

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Personal Commitment It is important that you assess your commitment to see the change through and to pay the price that this requires. Changes do not come easily and it is well worth thinking about whether this is something you really want to do. This is more than just a matter of personal preference. Others will sense your conviction, and tests your commitment, and if they are not convinced then you and the change program will be in trouble.
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As you assess your commitment for change, you should consider the related issues of the urgency with which the change is required. It is important to distinguish between the urgency that you feel – which will be a major factor underlying your commitment – and the urgency that actually attaches to the business situation. Your personal desire to act quickly can give rise to resistance. If others think you are on a personal rather than a business agenda, the whole process of change might be stalled or become unnecessarily contentious. Personal Capability In considering your own ability to lead the change program, ask yourself whether you have the skills to understand the circumstances and to act effectively to deal with them If there are gaps in your knowledge, one of your first tasks will be to close them – by some personal education by also by recruiting people internally or externally that will bring the needed skills to the situation. The target groups in your change situation will interpret your capability in terms of credibility and power and you must do the same. 14. According to the article “Evaluating Strategic Alternatives,” please define and describe the four functions of a strategy review. 1 Provide top management with a sound basis for resource allocation decisions and for negotiation of performance objectives. There will be modifications of the proposed strategy alternatives as insights into strengths and vulnerabilities are revealed. By the end of the review process, the relative merits and drawbacks of each alternative should be clearly evident, to allow a fully informed choice. 2 Focus the business team on the drivers of profitability and shareholder value. If, instead, the focus is on the financial forecasts, it is very hard to know whether the numbers have been arrived by the simple expedient of working backwards from the profitability requirements that have to be satisfied before funding can be approved. 3 Create a forum for surfacing and testing critical assumptions. Choices among alternative strategies are arguably the least structured decisions that managers make. To cope with the inherent ambiguity, all participants in the decision make assumptions about how customers, competitors, channels and cost will respond and about how well the organization will implement the programs. Good decisions are based on valid assumptions grounded in defensible evidence. Only through relentless questioning can the valid
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