One of the greatest risks to strategic change is that executive attention moves on after the program is chartered. It is not enough for sponsors to develop strategy and then turn the program over to the implementers. However, when the focus is on tactical delivery, it is easy for leadership to move on to the next set of problems before sustained value is realized. To keep sponsors engaged, program leaders need simple, yet powerful ways to communicate the importance of executive engagement throughout the journey.
To execute programs that turn opportunity into real and sustained competitive advantage, organizations need more robust and nimble approaches to delivering change. High performing organizations shift their focus from methods and deliverables to guiding, motivating and aligning people. Successful change leaders develop cultures of accountability in which people feel responsible for doing everything they can to further strategic priorities. This kind of leadership is harder than implementing tools and processes. It may require learning and teaching new ways of working with people. New organizational forms may also be needed to encourage teams to work together instead of opposing each other.