Brown claims that since their business model is now being challenged due to the growth of the business, the business model now needs to change. The major challenges that Brown faces in creating a process-orientated organisation are: appointing process owners to maintain processes, transitioning to a new management style, maintaining a process infrastructure, and changing management for the transitioning period.
             A process owner has responsibilities to maintain a process such as the overall design and implementation. A process owner also needs to take care of the budget for the process and it's performance. This process owner is a senior executive that works in collaboration with other department heads and provides training in the workforce. The challenge is to find candidates that can be process owners and providing them with the required knowledge and resources to maintain a process. Therefore less people and more skill will be required when appointing a candidate. Champy states that: "transformed work often requires fewer but more highly skilled people, whose jobs are now more complex. Just think of the service representative whose changed job is to solve the customer problem, rather than pass the customer off to another person or push the hold button."(2006) This could also cause lay-offs and other conflicts involving the change in culture. People are resistant to change and Brown will have to know how to deal with all the conflict. Therefore it is imperative "to know how much study and preparation (mostly planning and training) are required before you execute an operational change." (Champy 2006)
             The change in management style will require distributing authority over resources through a collaborative effort. Department heads must negotiate over process and work design, performance metric, and resource allocation. This requires time and can cause conflicts therefore "process change requires getting the ...