Business Management Skills

A big piece of Engineered Organizational Change or EOC is called the Blueprint. The blueprint deals with two components. The first is vision or . The second is the case for change or To steal from the theater if there were a script for the organization change it would be the blueprint.

Vision is not the best language to employ because it is vague. It has a religious connotation not really appropriate to the business world. In addition, when discussing vision in relation to organization change it is often dealt with as list of generalities. If the vision is displayed as bullet points, it’s probably not going to work as a long-term set of goals. When vision is used in engineered organizational change, it means a complete and specific strategy. Assuming the term is read this way it can work very well with the blueprint..

The case for change is the general argument for why the change should happen. Normally, the benefits the business can expect to enjoy are covered. To say it another way, this is what the corporation gets from the change. Generally it also will cover the benefits individuals can expect from the organization change. The acronym WIIFM, or what’s in it for me, is usually applied to this discussion of individual benefits. They want to know that the change is not just about making executives more money with nothing for them.

There are five parts to the blueprint. It enables the creation and affirmation of goals for change. It enables the creation and affirmation of the case for change. Having created a case for change, the blueprint is also meant to communicate the case for change to everyone involved in the organization change. The use of management work-through sessions to discuss the transition process is a key feature. Naturally, the communication of the impact the organization change will have on workers needs to be handled.

The blueprint should be both very clear and have specificity. Vision should be discussed, as well as the case for change. It should also effectively handle change objectives, communicate the case for change, encourage management work-through sessions, and communicate the projected impacts to individuals as a result of the organization change. The process of transition can be more expertly accomplished by employing a well developed blueprint.

For more information, please see our website: Organization Change