Change leadership explains why a different way of working is needed and helps people adopt it. Announcing a new process is only the start; the organization must also address practical barriers and uncertainty.
Describe the problem with the current approach and the expected result of the change. Identify who is affected and what they need to do differently. Test the new process in a limited setting and invite feedback from the people doing the work.
Measure adoption and operational outcomes separately. Provide training and remove conflicting instructions or incentives. Adjust the plan when the evidence shows that the change creates a new problem or does not deliver the expected benefit.
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Reading adjacent decision areas keeps the topic from becoming an isolated note.