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the leaders who are responsible must be aligned to the company’s vision, with their specific
mission, and motivated to make change happen. 
4. Make the formal case. Managers are rational and they will question about what change is
needed, whether the company is leaded in the right direction, and whether they want to
commit personally to making change happen. They will look to the leadership for answers.
The articulation of a formal case for change and the creation of a written vision statement are
opportunities to create or complete leadership-team. 
Three steps should be followed in developing the case: First we should confront reality and
articulate a convincing need for change. Second, to demonstrate believes that the company
has a visible future and the leadership to get there. Finally, we need to provide a project map
for behaviour and decision making. Leaders must then prepare this message for various
audiences, describing the change in that way that suits to the individuals. 
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By confronting reality and helping their managers understand the necessity for change,
leaders will be able to motivate the organization to follow the new direction in getting
decentralized environment.
5. Create ownership. Leaders of large change programs must over perform during the
transformation and be those who create force for pushing a critical mass across the work force
in way of change. This requires more than passive agreement that the direction of change is
acceptable. It demands ownership by leaders who want to accept responsibility for making
change happen in all of the areas they influence or control. Ownership might be the best
created by involving people in identifying problems and solutions. These can be measurable
(financial compensation......) or psychologically (sense of shared destiny....). 
It is important to start with that at the very beginning of managing change because while
agreeing with changes the executives might realize that they hadn’t invested enough
individual time in the design process to feel the ownership and they might avoid to begin
implementation. The department executives have to be a team to learn more, and get further
exposure to changes that would happen. It is also important to create a forum for top
executives to work as a team because that will create a sense of personal respectability and
unity that the only group can reach.
6. Communicate the message.  Change leaders have a task to make others managers
understand the issues, feel the need to change, and see the new direction as clear as they do.
Communication flow should be inspirational and practicable to inform the bottom and the top,
and to provide the right information at the right time and to include input and feedback
Multiple and redundant channels are necessary to provide all important information not just to
people ears even to their brains. 
 Communication program may include daily voice mails from the leader and top managers,
training sessions, videotapes, newsletters, and meetings that continued through the all process
of transformation. On right time, constant, practical communication is mostly inportant for the
program which have to change peoples mind.
7. Assess the cultural landscape. Successful change programs include that leaders
understand culture and behaviours at each level of the organization. Thorough cultural
diagnostics leader can assess organizational readiness to change, bring major problems to the
surface, identify conflicts, and define factors that can recognize and influence sources of
leadership and resistance. These diagnostics identify the values, beliefs, behaviours, and
perceptions that must be taken in mind for successful change. 
8. Address culture explicitly. When the culture is understood, it should be addressed as
thoroughly as any other area in a change program. Leaders should be explicit about the
culture and behaviours that will best support the new way of doing business, and find
opportunities to reward those behaviours. This requires developing a baseline, defining an
explicit democratic culture. 
Company culture is a mix of history, explicit values and believes, and common attitudes and
behaviours. Change programs can involve creating a new culture, combining cultures (in
mergers or multinational companies), or reinforcing cultures. All companies have a cultural
centre — the focus of thought, activity, influence, or personal identification. That is an
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effective place to start culture change. If department managers behave as culture leaders and
grab onto the new program, the rest of the company will quickly come in line. 
　
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