I have spent the last few years in roles focusing on defining where we are going and then building/executing plans to get there, so have experience of both the WHAT and the HOW.
My observation is that the HOW is often underestimated in it’s importance to drive change and this should be of at least equal weight to the WHAT. It is more difficult to get right and takes a real understanding of the organisation and the impact that the change will have on people, processes, ways of working,…
Transformation and change should be approached in a very human centric way – not about ‘resourcing’ (I would ban that word if I could).
Businesses don’t transform through visions, missions, process changes and new tools – they will only transform if their people want to and can see that they will grow and transform too.
I am a strong advocate of creating the right climate (by building a guiding coalition and listening to them), and engaging/enabling others through enlisting a volunteer army as as Kotter’s 8 step change model. Once you have this the ability to drive change and deliver the WHAT has increased massively.
The biggest asset of any organisation is their people – they can build the future with you – so whenever you embark on a change mission ensure you have your coalition and volunteer army to land the HOW .