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The execution plan - Coggle Diagram

- - - - Lack of shared understanding of the need for change
      - Different board members may have opposing views
      - Must align everyone before presenting the plan
      - Build awareness of:
      - Why change is necessary
      - Risks of not changing
      - If not addressed: internal resistance, even before reaching employees
        
        Example: Moneyball — initial perception conflicts blocked execution
        
        Strategy: Use storytelling, media, real experiences (e.g., site visits, events)
  - - - False assumption: “Big change needs big resources”
      - Not always true — it's about reallocating, not adding
      - Strategy:
      - Demonstrate efficiency (e.g., Moneyball: cheap players, better results)
      - Reallocate current resources (e.g., staff, budget, hot vs. cold zones)
      - Case: directors sharing secretaries to optimize resources
  - - - Those executing the plan need to be personally motivated
      - Change means new effort, discomfort — people resist naturally
      - Must identify:
      - Key actors (influencers within the company)
      - Their motivators (what drives them?)
      - Focus on a few key people → they will influence the rest
      - Strategy: present achievable goals, increase their ownership
  - - - Not political parties — refers to conflicting interests
      - Internal or external actors may feel threatened
      - These people might sabotage the plan
      - Strategy:
      - Identify opponents and allies
      - Build coalitions
      - Use negotiation or incentives to neutralize opposition
      - “Leverage angels, isolate demons”