Task 2
As a starting point the sponsor(s) need to address the following questions
Why do we need to change;
“To capture the increasing market demand for new generation engines and reduce the business reliance on an old, declining product with a single customer base”.
What are we going to change;
“Removal of the RB211 overhaul service and withdrawl from component repair activities as a by-product of the RB211”
Can the benefits be measured;
“Yes the analysis shows that the above would free up enough labour hours to serve the market increase in the desired products. This in turn leads to there being no requirement to reduce headcount as a function of the RB211 removal”.
What happens if we don’t move;
“ The Wales business will lose the opportunity for growth product gains to other GE shops or competitor businesses, combined with an on-going reliance on a declining product to support a large headcount, effectively threatening the future security of the business”.

Identification of change manager(s).
This position is pivotal if the initiative is to succeed. Ideally this person will be from the ranks of the senior leadership, carrying both industry and organizational knowledge and respect. Alternatively the company may look to bring an external source from another GE business to oversea and manage the change program. This has previously been used ( including large project teams who led the single site consolidation in 2002 appendix 3) although consideration must be given to;
Lack of specific knowledge about the Wales process
Negative emotions towards an outsider, even from another GE business
Clearly an outside influence would have a more unbiased view and potentially bring a more creative solution to issues.

Whatever the choice the incumbent must demonstrate the skills detailed in appendix 4.

Managing the stake holders.
This is key to the overall