Over the last 25 years we've developed and refined a change management process that has been 100% successful. At it's core is getting the organization aligned around the problem, not the solution. The techniques are completely transparent.

I would gladly discuss our methodology with you.
Ira Miller
910-246-0983

I agree with the points in the original post. Here are some addtional suggestions to consider:

1. Build some successes early. These can be minor, but significnat benefits to the organziation, which may help build credibility for the broader recommendations.

2. Start building a case for your major recommendations early on, whne things start to be apparent. This can take the form of bouncing ideas off some of your client representatives. But always do this in the form of questions in the context of preliminary ideas.

3.

3. Propose options. This may not always be useful in that you don't want to minimize the strnght of and your conviction in your major recommendations.

4. Avid surprises. Review your major recommendations wiht key clinet represetatives befiore you present them in a final report or major briefing. As Mark said, you should try to surface objections and the reasons for them. This will also help in uncovering possible flaws in your research and analysis.

5. As far as reaching out to consultnats wiht expertise in change management, it may be better late than never. But it is hard to imagine undertaking an assignment such as the one Mark describes without having that expertise or much of it on your team at the outset. Waiting until the end may be too late. I'm not sure why mark made this point, as the inherent nature of the assignmnet seems to require such skills.