A new strategy does not change a company by itself. Change only happens when people start making different decisions, using different metrics and behaving differently in their day-to-day work.
The biggest risk in managing change is assuming that a presentation is enough. In reality, change requires repeated communication, clear roles, the involvement of middle managers and a management rhythm in which progress in the new direction is tracked consistently.
If people don’t know what they need to do differently tomorrow, the change remains vague. If managers don’t measure the new behaviour or remove obstacles, the organisation quickly slips back into old habits.
A thought for leaders: do your people understand the strategy at the level of actions, or only as a general direction?
With a new sales direction, for example, you need to agree which customers take priority, how the profitability of deals is assessed and which activities the manager reviews every week. Only then does a general goal become day-to-day work.
WIZEN helps manage strategic change so that goals are built into roles, metrics and day-to-day management.