Sample output
Executive Change Navigator
Sample executive change brief for Northline Distribution Group (sample)—leadership alignment, not HR or legal advice.
Use Overview, Actions, and Full brief to jump between the dashboard and narrative—the same brief preview tab you get after completing Discovery.
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# Executive Change Navigator brief — sample _Template executive_change_navigator_v1 v1 · Executive Change Navigator_ --- # At a glance **Organization:** Northline Distribution Group (sample) **Change readiness score:** 38 / 100 **Readiness band:** Developing **Sponsorship strength:** Mixed **Change context:** Consolidating regional finance and operations onto one ERP and shared service model over 12 months. Driver: duplicate close cycles, inconsistent inventory truth, and board pressure to improve EBITDA before a refinancing window. **Governance model:** Executive steering committee (CEO, CFO, COO) meets biweekly. Workstream leads own design decisions inside guardrails; escalations within 48 hours. PMO tracks dependencies—no shadow spreadsheets for status. ## Stakeholder watchlist - **Regional operations managers** — impact High, resistance High, sponsor COO - **Finance shared services** — impact High, resistance Medium, sponsor CFO - **IT platform team** — impact Medium, resistance Low, sponsor CTO ## Top risks - **Cutover weekend rollback if data migration fails** (High) — Rehearsal environment + rollback playbook signed by CTO/CFO - **Sponsor attention drops after Q2 savings announcement** (Medium) — Steering agenda locked through Q4; metrics on every deck ## Next 30 days 1. Publish stakeholder map and named sponsors per region — No workstream starts without accountable executive (owner: Change lead) _This summary is auto-generated from your Executive Change Navigator inputs. It supports leadership alignment—not HR policy or legal advice._ --- # Boardroom Translation Layer _Plain-language executive brief derived from your checklist. Use as a starting point for board or leadership packets._ **Organization:** Northline Distribution Group (sample) ## Decision snapshot **Primary decision:** Confirm sponsorship, stakeholder owners, and the first 30-day priorities before scaling communication. **Why now:** Consolidating regional finance and operations onto one ERP and shared service model over 12 months. Driver: duplicate close cycles, inconsistent inventory truth, and board pressure to improve EBITDA before a refinancing window. **Governance:** Executive steering committee (CEO, CFO, COO) meets biweekly. Workstream leads own design decisions inside guardrails; escalations within 48 hours. PMO tracks dependencies—no shadow spreadsheets for status. **Readiness signal:** 38/100 (Developing) with Mixed sponsorship. ## What leadership should watch - Regional operations managers: resistance High, sponsor COO - Finance shared services: resistance Medium, sponsor CFO - IT platform team: resistance Low, sponsor CTO ## Risks to name explicitly - Cutover weekend rollback if data migration fails (High): Rehearsal environment + rollback playbook signed by CTO/CFO - Sponsor attention drops after Q2 savings announcement (Medium): Steering agenda locked through Q4; metrics on every deck ## First 30 days (commitments) 1. Publish stakeholder map and named sponsors per region → No workstream starts without accountable executive (Change lead) **Signals to track:** 2 high-impact stakeholder groups · 1 high-resistance groups · 1 high-severity risks · 2 adoption barriers logged. --- # Full brief # Define Clarify the change case, boundaries, and measurable success outcomes. ### What is changing and why now? Consolidating regional finance and operations onto one ERP and shared service model over 12 months. Driver: duplicate close cycles, inconsistent inventory truth, and board pressure to improve EBITDA before a refinancing window. ### Success metrics | Metric | Current baseline | Target | Time window | | --- | --- | --- | --- | | Month-end close cycle time | 14 business days | 7 business days | Q4 FY26 | | Regional manager adoption of new approval workflow | 42% | 85% | 90 days post go-live | --- # Map Map who is affected, where resistance may emerge, and where sponsorship must be strongest. ### Stakeholder impact map | Stakeholder group | Impact level | Influence | Resistance risk | Sponsor owner | | --- | --- | --- | --- | --- | | Regional operations managers | High | High | High | COO | | Finance shared services | High | Medium | Medium | CFO | | IT platform team | Medium | High | Low | CTO | --- # Align Confirm leadership sponsorship, governance rhythm, and decision rights. ### How will governance and decision rights work? Executive steering committee (CEO, CFO, COO) meets biweekly. Workstream leads own design decisions inside guardrails; escalations within 48 hours. PMO tracks dependencies—no shadow spreadsheets for status. ### Current sponsorship strength Mixed --- # Mobilize Build communication cadence and manager enablement so teams understand what changes in practice. ### Communication cadence | Audience | Message theme | Channel | Cadence | Owner | | --- | --- | --- | --- | --- | | All people managers | What changes in approvals and reporting | Live town hall + FAQ doc | Monthly through go-live | CHRO | | Finance & ops ICs | Training windows and support desk | Email + LMS modules | Weekly during cutover | Change lead | --- # Adopt Track adoption signals, remove barriers, and tighten manager loops. ### Adoption checkpoints | Behavior to observe | Signal | Check frequency | Current barrier | | --- | --- | --- | --- | | Managers submit expenses in new workflow | % transactions in new system | Weekly | Legacy mobile app still bookmarked on phones | | Regions use single inventory snapshot in S&OP | Forecast variance vs actual | Biweekly | Parallel spreadsheet habit in two regions | --- # Sustain Convert findings into a 30/60/90 reinforcement plan with executive-level risks and ownership. ### Change risk watchlist | Risk | Severity | Mitigation | Owner | | --- | --- | --- | --- | | Cutover weekend rollback if data migration fails | High | Rehearsal environment + rollback playbook signed by CTO/CFO | Program director | | Sponsor attention drops after Q2 savings announcement | Medium | Steering agenda locked through Q4; metrics on every deck | COO | ### 30/60/90 action plan | Window | Priority action | Expected outcome | Owner | | --- | --- | --- | --- | | 0-30 days | Publish stakeholder map and named sponsors per region | No workstream starts without accountable executive | Change lead | | 31-60 days | Run manager enablement labs in top three resistance regions | Managers can demo new workflow to teams | CHRO | | 61-90 days | First integrated close on new ERP with war room | Close completes within target cycle time | CFO |