Whether your tendencies are “leave” or “remain”, and you see it as an opportunity or a threat, there are two things about Brexit that most people in the UK can agree on.
Firstly, Brexit represents one of the biggest changes to the nation that many of us will see in our lifetime.
Secondly (at the time of writing this in January 2019), it doesn’t seem to be going too well. However there is one opportunity that Brexit definitely does offer right now, and that is for us to study the leave process as an exercise in organisational change management.
Brexit is, in effect, one of the biggest exercises in change management that we will see, as an entity of 66 million people fundamentally alters the way it behaves and does business with the outside world. In order to undertake this study in a dispassionate and objective way, I decided to review the Brexit process using one of the diagnostics I use to review corporate change programmes.
This diagnostic is fairly straightforward to complete: It asks 100 questions, to which you answer “yes”, “no” or “maybe” based on your observations of the programme under review. The diagnostic then determines the most likely programme scenario, highlights the top risks and issues, and then predicts the most likely outcome if the risks and issues aren’t adequately addressed. I completed the diagnostic using Brexit information and news that was in the public domain.
What risks and issues did it then conclude were affecting Brexit as a change process?
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