Abstract
PurposeThe purpose of the study is to identify which factors facilitate and hinder change management in the business strategy execution journey and contribute to its transformation.Design/methodology/approachCompanies that have implemented organizational transformation projects, as an adaptive response to their survival, were studied. The authors chose to work with three companies that went through strong changes in the period between 2014 and 2019. A total of 12 professionals were interviewed, encompassing top management and team members.FindingsCases were described, and the learning from them culminated in the recommendation of six managerial propositions, which should guide change agents in the planning and execution of their business transformation journeys.Research limitations/implicationsThe findings were observed in the three case studies that implemented change management strategies. Failure case studies were not considered, which could present other managerial propositions.Originality/valueThe results of the article highlight the importance of coalition issue before the urgency in the organizational change model and also the importance of institutionalization along the change journey. As a managerial contribution is the model called “framework of the journey of execution and transformation of corporate strategy”, which serves as guidance for executives and agents of change in organizations.
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