This is especially important when a new technology is introduced. There is much to learn. It is necessary to understand and evaluate the various competing technologies. They should be considered all the implications of the change in as much detail as possible: the results will not be good if the change is scheduled only superficially understood its potential effects. Prepare a vision for the future: first answer this question; ‘why change?’. It will not achieve success until it does clear the benefits of the change proposed for the company, customers and employees. Benchmarking and comparison with the best in class are powerful tools to define what is what you need to change.

Below is vital to respond to the following question: what is different when the changes have been applied?. You must give a detailed, comprehensive and thorough response. It is best set a date (perhaps a year from now) and describe how will be the company on that date. That will be your vision for the future. Identify the factors that can impede change: there is always a reluctance that may prove troublesome.

Normally have to do with the people (e.g. when it may endanger security of employment, loss of rank, the learning of new skills, change of habits, etc.), but can also refer to systems, processes, equipment or resources. It is useful to make a list of all the factors that hinder the change and assess the possible degree of resistance (1 = low, 2 = medium, 3 = high). The following questions should be considered: what mean these factors?, what you can do to reduce the negative effects? People are resistant to change for various reasons. The greater reluctance to change can come from middle managers, who sense a loss of power or range, or a lack of personal suitability. If the change requires changing technologies, it is vital to realise that people must behave differently.