Any MD or leader senses that a change in strategy means a change in execution and in behaviour. I have clients who are by now well-versed in leading change and who really relish the execution process especially as they are experiencing success on various levels.
Others who have sailed through usually invigorating strategic planning sessions are still struggling in getting an execution process in place. To them the new processes and new systems which need to be mastered are daunting. They fail to committ themselves step by step.
Every MD knows that execution and changing the behaviour of those you lead are the difficult parts. Google glibly shows that about 15 million articles have been written about the “execution of strategy” and 6.6 million on “leading change”. Save yourself some reading by reading only one checklist on leading change, developed by John P. Kotter, formerly from Harvard University, the preeminent change guru.*1 I abbreviated the content of his eight points to make it even easier.
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