Change Management Risk Assessment
When you are involved in a change management risk assessment, there should be some forethought into the plan before any action is taken. A hastily made decision in this critical part of your business could spell disaster, so tread cautiously in the beginning.
The first step in any change management risk assessment is to identify what will absolutely not be changed, those things that will be changed, and what items could go either way. With these three lists, you can begin the process.
On the first list for the change management risk assessment, are the things that must stay in place. Make sure these are essential to the core business and not just the preferred items. This should include key personnel, patents, the building and other capital assets.
The second list of the change management risk assessment should be the assets that definitely have no value to the company’s core business. This can include outdated equipment, space that is standing idle, underused positions in the company. Each of these should be disposed of properly. This can be by selling them off, laying them off, or renting out the space that is no longer needed. Each of these will either reduce the company’s cost or bring in a revenue stream.
The third list in the change management risk assessment is the gray area. This is where most of the time will be spent and the harder decisions that will need to be made will be located. This is the real risk assessment area in the change of management.
The harder the decisions in the change management risk assessment appear to be generally mean there is an increased level of risk. With the greater amount of risk is generally an increased of maximizing profits and potential. This is a fine line every company has to walk.
What needs to be remembered is that with change management risk assessment, there is potential for maximizing benefits but also creating obstacles. These decisions should never be taken lightly, but once a decision is made, it should be followed through with.