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Both you and Shawn realize that without significant levels of change, AGC will not survive in its present global environment. It is important to use a change management process to appropriately diagnose the problems at AGC and determine the root causes. You both met with the 12 members of the cross-cultural core team to begin the change process. After the meeting, you and Shawn get together to compare notes and to discuss next steps. “John told me he wants us to provide him with the details about our change management plan for AGC,” Shawn says. “Sure,” you say. “A PowerPoint presentation like we did last time would probably work well. I think we could cover everything in 10–12 slides (plus title and reference slides) with speaker notes of 200–250 words per slide.” “John wants to see a step-by-step plan with explanations,” he says. “He was fairly specific

in an e-mail about what he wants. I can forward it to you so we can both be on the same page.” “Okay,” you say. “I’ll look for that so I can put the presentation together.” Later that afternoon, Shawn’s e-mail arrives with the following list of components that must be covered in the presentation: In addition to John’s list, you determine that the following questions must be addressed, as well: As you work on the presentation, you realize that it can be enhanced with real-world examples of other organizations that had problems competing in a global setting. As you conduct your research, you wonder if any of these examples directly related to the appropriate management of global human capital. This question prompts two other questions that you decide should also be included in the presentation. You type the questions out and send the following list to Shawn: