The lack of communication also spawned divergence among the stakeholders regarding the vision of the new organization, the roles of the stakeholders, and details as to how the change was to be implemented (including the number of personnel who would become part of the new organization) Adding complexity to the situation was the fact that senior leadership had a rapid turnover rate as effective senior leaders were moved to different assignments within the military (a common practice). This made it difficult to maintain momentum during the early stages of the change initiative as one positive step forward with one leader was pushed two steps back when that leader departed and a new leader arrived. A final barrier to the merger that was observed was that the acquiring organization placed significant emphasis on enabling Information Technology as a panacea for supporting the merge. [TS1] Towards the end of the first year of the merger the stakeholders were threatening to pull out their support completely!
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