Part III: Execution
This section covers the core execution activities of Organizational Change Management—the hands-on work of communicating, training, engaging sponsors, and managing resistance throughout the change lifecycle.
Overview
With assessments complete and plans in place, OCM practitioners move into active execution. This section provides detailed guidance on:
- Chapter 8: Communication Planning and Execution - Designing and delivering effective change communication
- Chapter 9: Training and Capability Building - Developing skills and knowledge needed for change adoption
- Chapter 10: Sponsorship and Leadership Engagement - Activating and sustaining executive and management sponsorship
- Chapter 11: Resistance Management - Identifying, understanding, and addressing resistance to change
The Execution Challenge
Execution is where OCM plans meet organizational reality. Even the best plans will encounter:
- Competing priorities that divert attention from change activities
- Stakeholders who understand but still resist
- Sponsors who commit but don’t follow through
- Training that doesn’t translate to on-the-job performance
- Communication that gets lost in organizational noise
Keys to Successful Execution
The chapters in this section emphasize:
- Consistency - Sustained effort throughout the change lifecycle
- Adaptation - Adjusting tactics based on feedback and results
- Integration - Coordinating OCM activities with project milestones
- Measurement - Tracking progress and effectiveness continuously
Prerequisites
Before executing OCM activities, ensure you have completed:
- Stakeholder analysis and engagement planning (Chapter 5)
- Change impact assessment (Chapter 6)
- OCM strategy and planning (Chapter 7)