At the end

Check that your analysis of the internal environment is consistent with the perspectives of other informed people.

You should also check that it meets your organization's requirements. This usually means in the right format, to the right people, and on time. But beware the politics. Give a clear firm direction, but try to avoid unnecessary confrontation. It works better to make friends than enemies.

At the end, inform the different stakeholder of the results of your evaluation and the information you got from it. Different amounts of information will be appropriate for different groups. For example:

• The Chairman of the board needs the full document.
• Board members and senior officers need an executive summary with enough detail to support any changes, and the opportunity to read the full document if they wish.
• Staff need a summary, but may need other more specialized information according to their role.
• Most clients will be satisfied with an article in the newsletter, or having an easy-to-read one-page summary available to them.

Make sure your information is helpful to your readers because it will probably be a part of your change management. Thank people for their participation and reassure them that they were listened to. Emphasize new insights. Avoid stirring  up controversy and unrest, but don't just be a slick marketing exercise that makes people feel you are withholding core information.