That’s why, after strategy and budget are locked, the real work begins. Go on a roadshow. Segment your audiences — by initiative, function, business unit, whatever makes sense — and engage them in smaller groups. Create a common pitch deck that starts with the “why,” clearly outlines what’s in it for them, and defines what success will require. Rinse and repeat. Send newsletters. Run surveys. Share progress updates.
A Fortune 500 energy client did this particularly well during an operating model transformation. They rolled out the new model in phases, by cohort. Every cohort began with a two-day, in-person training that connected the dots between enterprise strategy, their role, and the new way of working. It featured industry case studies, tactical role-specific training, and a clear explanation of what was changing and why.
It worked because it honored people’s time and perspective. Most of the folks you need to execute the transformation already have full-time jobs. Their mindshare is limited. And if you don’t give them the tools and context to understand what’s happening and why, it will take far longer than you think to get traction.
