Where this gets hard
A new strategy or operating model looks obvious on a slide and then dies quietly in the org because no one redesigned the decision rights, the incentives, or the reporting lines underneath it. The organization keeps running on the old logic even after the strategy has changed.
Change management gets treated as a communications plan, when the real work is redesigning how decisions actually get made and giving people a reason to adopt the new way rather than wait it out. We build both the structure and the adoption plan together.
