Like growing a garden, a plan’s success is ultimately contingent on the human element. It is imperative, especially in a potentially frame bending change of a company, that from the very first exposure or public display of the plan, that it comes across as a "burning platform" that is so clearly and apparently necessary for the company that everyone involved knows that it must be implemented for the company’s future survival.
In considering the critical human success factors, it all begins with the implementation of solid project management plan that it clear, concise and well thought out. It needs to consider what can go right as well as what can go wrong. Additionally the entire change process needs to involve and engage the employees of the company into the process and the development of that process. Portions and various aspects of the plan can be developed through focus groups, off-site sessions or other direct interaction with the people who will ultimately be affected. Management of the process and development of the plan needs to be pushed as far down the chain of command as possible to ensure people buying into the idea. At the same time as employees are empowered with leadership roles, it is necessary for management to clearly and enthusiastically show their commitment and sponsorship of the plan.
