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How to Actually Execute Change at a Company

The author analyze project teams across 257 firms to identify why only 60% of planned value is typically realized in change initiatives, focusing on four key factors: effective initial communication (“ACE the Memo”), ensuring resource accessibility and autonomy (“Master the Means”), employing mechanisms to align actions with goals (“Amplify with Mechanisms”), and strategic measurement to influence future outcomes (“Measure to Account”). These factors emphasize the importance of clear, credible, and emotionally resonant messaging, the necessity for teams to have the right resources and freedom, the use of mechanisms to increase transparency and precision, and the role of measurement in adapting and improving execution. This comprehensive approach underscores the significance of execution in turning the potential of an idea into realized value.

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