Plant Manager: “OK, for a change this large we must appoint good Sponsors!”
Consultant: “No, Joe, you don’t appoint Sponsors; they already exist. You identify them and create a plan to get them in alignment!”
Plant Manager: “Wow, I have been missing that point. No wonder some of those major changes have failed! I have been asking my project managers to over-function, and worse yet, getting upset at the resisters. OK, let’s chart this and build a plan to get our system into alignment!”
The above conversation represents a common error in how organizations think about work and change: confusion about how authority works in their systems and lack of knowledge of SATA.
The next mistake is seeing SATA ...