Executing strategy as change management key


A conversation with a BMS change management leader


“Good change starts with having people understand why they have to take this journey because change is not natural to us, and most people see it as a risk.” The wisdom of this assessment comes from a hands-on leader of organizational change management activities. Bristol Myers Squibb’s Executive Director and CIO Chief of Staff Pam Stanton went on to explain how to effectively execute change management strategy in a conversation with Grant Thornton’s Business Change Enablement Director Lisa Cooney.

Stanton finished her point about first steps: “Understanding the bigger why and — to the extent we can — what’s in it for them is really important because without that, the rest of it doesn’t have a foundation to hang on. It just becomes a series of asks and tasks.”

The emphasis from the start must be on the business outcome instead of the project outcome, Stanton said.

She and Cooney discussed essential qualities of change managing communication; clearly differentiating deciders, advisors, those to simply be kept informed, and adopters/evangelists; and enablement through hyper care and long-term training.

Listen to Stanton and Cooney’s conversation to learn more, in detail, about executing your change management strategy.



To help you meet the significant challenges in managing crucial changes, listen to Cooney’s conversation with Johnson & Johnson Senior Director of Global Digital Experience Sasha Koff about the role of leadership and culture in bringing fellow employees along on the journey to bold change. Visit “Leadership and culture as change management keys.





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