It has been approximately 1 year since the development and implementation of your change management plan at AGC. During that time, Shawn provided high levels of feedback to John and the board of directors. In addition, he ensured that employees at all locations were aware of the changes, up-to-date on progress made to integrate the changes, and be informed about results from milestones delivered. Honest communication has been important to the success of this implementation. Your recommendation to celebrate victories and reward those in the organization that contributed to the success of this initiative was well-received by everyone at AGC. One day during the last stage of implementation, the phone rings at your office.

“Hi, Shawn,” you say. “How are you?”

“Doing well,” he says. “I’m calling because I hear that the board will soon be requesting a full report on the changes made to AGC’s global human capital management program. The recommendations and guidance that you provided to me and the core team have been useful as we identified and diagnosed the root causes of problems at AGC,” he says. “It is time to execute appropriate interventions at headquarters in the United States and at the three subsidiaries. We should get started on that now, even before the formal request.”

“Okay,” you say. “Would you send me what you’re thinking about? I’m heading out the door right now, but I can start working on a report right away.”

“Will do,” he says. “Thanks again.”

An hour later, Shawn’s e-mail arrives with the following list:

• Develop a list of critical interventions that need to be integrated at AGC.
• Identify changes that you and the core team could recommend to Shawn to optimize learning and development opportunities.
• Describe at least 1 training program that you would develop to improve cultural diversity problems.
• Describe the advantages of using cross-cultural teams.
• Identify opportunities for improving global staffing and recruiting strategies.