Laura Klein

FOCUS: DELIVERING CHANGE WITH SPEED, PRECISION, AND LASTING IMPACT

In today’s business environment, transformation is constant and rarely takes the form of a single, self-contained initiative with a clear beginning and end. More often, change is continuous, episodic, and uneven—unfolding alongside core operations, capital constraints, and rising delivery expectations. While ambition is almost never the issue, execution frequently is: Chief Transformation Officers are asked to “make it real” without always having the people, skills, or bandwidth to deliver at speed. This session focuses on what happens after the plan is approved—how leaders can break large agendas into manageable execution packets, where internal capacity runs out, and how combining internal teams with targeted external resources adds execution horsepower without breaking the business or burning out core talent.

• What does “execution readiness” really look like once transformation moves beyond planning?

• What happens to execution discipline when transformation must coexist with business-as-usual?

• How should Chief Transformation Officers decide which elements of a transformation should be owned internally—and which benefit from flexible resourcing?

• How can internal teams be combined with external expertise to sustain momentum and improve outcomes?

• What does it take to make change stick in an environment of continuous transformation?