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Business Changes: Strategy, Execution & Change Management

Business Changes: Strategy, Execution and Change Management
Business Changes: Strategy, Execution and Change Management

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Business Changes: Strategy, Execution & Change Management

Author:
Aykut Cakir · NMS Consulting

Published:
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Quick Answer:
Set a one-page strategy with a few outcomes, stand up a cadence that links those outcomes to projects and KPIs, and use a structured change framework so people adopt the new way of working. Publish weekly progress and remove blockers fast.

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Signals and Benchmarks

  • Projects with excellent change programs meet or exceed objectives far more often than those with weak programs. source
  • Kotter’s 8 steps remain a common structure for building sponsorship, vision, action, and stickiness. source
  • PMI’s 2024 Pulse points to flexible delivery and the right approach for the work at hand rather than a single method. source
  • Many large transformations still miss targets without strong execution discipline and leadership ownership. source
  • Bain research links tight change execution to higher value capture and sustained results. source

Operating Model: Strategy To Execution

  • Strategy: express direction on one page with 3 to 5 outcomes and a short list of measures and owners.
  • Portfolio: map initiatives to outcomes, set guardrails for budget, risk, and benefits, and publish a simple benefits log.
  • Delivery: choose the delivery approach that fits the work. Use agile, hybrid, or predictive based on constraints and risk. reference
  • Change: pick a structured method and sponsor model. For example, align to Kotter steps or a Prosci-style plan for leadership, communications, coaching, training, and resistance actions. reference reference
  • Reviews: run a weekly issue clear and a monthly results review that link metrics to actions and owners.

30-60-90 Change Playbook

First 30 Days: Direction and Baselines

  • Draft the one-page strategy, outcomes, and measures. Name initiative owners and sponsors.
  • Capture baselines for revenue, cost, service, and cycle time. Stand up the weekly review and benefits log.
  • Agree the change approach and sponsor map. Share a first communications plan and coaching plan. reference

Days 31 to 60: Build and Prove

  • Launch priority work and track adoption with simple leading indicators like training completion and first-time use.
  • Pick the right delivery approach by initiative. Publish a short risk report and clear blockers weekly. reference
  • Drive visible sponsorship and quick wins that support the case for change. reference

Days 61 to 90: Scale and Sustain

  • Expand training and coaching to the next cohorts and add reinforcement tactics in performance management.
  • Lock key practices into SOPs and work instructions. Keep the benefits log current and audited.
  • Run a simple after-action review and update the roadmap based on results. reference

Initiatives and Metrics

Initiative Type, Success Signals, Metrics, and References
Initiative Success Signals Metrics References
Operating Model Refresh Clear roles, faster decisions, fewer escalations Decision lead time, rework, throughput McKinsey transformation insights
Process and Quality Standard work adopted and audited First pass yield, cycle time, SLA hit rate Bain Results Delivery
Technology and Data Go-lives with active business ownership Adoption, defect rate, time saved PMI Pulse 2024
Culture and Leadership Visible sponsorship and reinforcing signals Manager participation, recognition actions Kotter 8 Steps

Frequently Asked Questions

Why Link Strategy, Portfolio, Delivery, and Change?

Results improve when outcomes, projects, and adoption plans move together. Research shows strong change programs raise the odds of meeting objectives. reference

Which Delivery Approach Works Best?

Pick the approach that fits the work. PMI’s 2024 Pulse shows agile, hybrid, and predictive can all perform well when matched to context. reference

What Role Do Leaders Play?

Leaders sponsor the case for change, remove blockers, and recognize desired behaviors. Kotter’s model highlights urgency, coalition, and reinforcement. reference

Want A Ninety Day Strategy-To-Execution Plan? We can deliver a one-page strategy, a value model, and a cadence that ties actions to results every week.

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Sources

  • Prosci. Correlation Between Change Management And Project Success. https://www.prosci.com/blog/the-correlation-between-change-management-and-project-success
  • Kotter. The 8-Step Process For Leading Change. https://www.kotterinc.com/methodology/8-steps/
  • PMI. Pulse Of The Profession 2024: The Future Of Project Work. https://www.pmi.org/learning/thought-leadership/future-of-project-work
  • McKinsey. The State Of Organizations 2023. https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/the%20state%20of%20organizations%202023/the-state-of-organizations-2023.pdf
  • Bain. Results Delivery: Managing The Highs And Lows Of Change. https://www.bain.com/insights/results-delivery-managing-the-highs-and-lows-of-change/
  • Prosci. Change Management Best Practices. https://www.prosci.com/blog/change-management-best-practices




About the Author

Aykut Cakir

Aykut Cakir

Aykut Cakir, Senior Partner and Chief Executive Officer, has a demonstrated history in negotiations, business planning, business development. He has served as a Finance Director for gases & energy, pharmaceuticals, retail, FMCG, and automotive industries. He has collaborated closely with client leadership to co-create a customized operating model tailored to the unique needs of each project segment in the region. Aykut conducted workshops focused on developing effective communication strategies to ensure team alignment with new operating models and organizational changes. 

 

 

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