ABSTRACT
This chapter deals with the difficult task of translating strategic change into a viable programme. Programmes are born out of strategic change, but before they can be conceived a Business Strategy needs to be constructed which outlines what the strategic change comprises. There are three main stages involved in the birth of a programme: Business Strategy, Programme Feasibility, and Programme Design. The programme scope states what the programme does and does not encompass. The scope should also state any constraints that may be placed upon it, in terms of resources, timescale, and budget. Deciding on the programme roles and completing the organisation chart is a fundamental part of Programme Design. The Blueprint identifies a programme to improve customer satisfaction, with suggested projects in each of seven departments, plus a separate programme to change the way products are sold. The corporate change function recognises change as a necessary and regular occurrence in a business.
