Moving ahead with strategy and action following a technology assessment

Creating an adoption plan after a technology assessment

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By Chamara Somaratne
Chief Sherpa & Founder @ Anthosa Consulting

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Adopting new technologies or transforming how teams work isn’t just a matter of intent. It’s a matter of coordination between knowing what needs to change and building the right environment for that change to take hold.

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Three elements are often essential in this process: learning, strategy, and execution. One way to learn is by conducting a comprehensive assessment, which leads to the assessment, strategy, and execution pathway. While these can be treated as separate stages, the most successful initiatives view them as interdependent parts of a continuous journey, with minimal gaps between them.

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This blog discusses how these elements complement one another and why aligning them more closely can enhance both the pace and sustainability of change.

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Assessment: understanding readiness and opportunity

‍Assessment is sometimes the first structured step in change programs. It helps organisations get beyond assumptions, providing a clearer view of current capabilities, alignment across teams, and potential areas of resistance or risk.

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A platform like StackUp can support this kind of assessment by turning abstract questions into measurable insight. Rather than relying on subjective perceptions of readiness, teams can make evidence-based decisions about where to focus and why.

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A good assessment isn’t just about identifying gaps. It also surfaces strengths, points of leverage, and areas where early momentum is possible. Done well, it creates shared language across leadership and delivery teams, anchoring discussions in evidence rather than instinct.

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But an assessment doesn’t tell you exactly what to do. It opens up informed options - it’s a lens, not a map.

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Strategy: translating insight into strategy

‍The next critical step is to develop a strategy that not only captures what was learned but also outlines a clear, context-aware path forward.

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This strategy phase is where insight becomes intent. It’s where organisations clarify their goals, prioritise opportunities, and structure the work ahead into actionable initiatives. Importantly, the strategy should reflect what outcomes are delivered by each initiative, not just what they want to achieve.

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Approaches like Anthosa’s strategy accelerators can help by bringing structure without rigidity, providing a framework to align stakeholders, co-design change initiatives, and reduce the strategy developmenttime without skipping over essential nuance.

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A good strategy bridges the gap between assessment and execution. It ensures the right things are done to achieve the right outcomes (or gives flexibility to learn and adapt), with the right people involved, and that momentum is built intentionally with the buy-in from people working on them, not assumed.

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Execution: building momentum

On the other side of that lens is execution: the process of moving from insights to real outcomes.

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Execution isn’t simply about implementinga new tool or running a training session. It’s about shaping a pathway thatfits the organisation’s unique context, people, processes, pace, and culture.

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Some organisations use structured approaches to streamline this phase, for example, Anthosa’s adoption accelerators that co-design strategies in collaboration with internal teams. These frameworks don’t impose a one-size-fits-all model. Instead, they help teams move faster while still accounting for nuance: aligning goals, sequencing activities, and embedding change into everyday work.

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Execution builds on insights from assessment but also feeds back into it. As teams begin to act, they generate new data and learning that can be used to refine the approach in real time.

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Integration: why assessment, strategy, and execution work better together

‍When these elements are disconnected, transformation often stalls. Insights may be accurate, but they remain abstract. Strategy may be thorough, but it fails to land. Action may be energetic, but it lacks direction.

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When connected, they reinforce one another:

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●    Assessment provides focus and clarity

●    Strategy brings alignment and structure

●    Execution delivers momentum and learning

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It’s not a linear process, it’s a loop. One that thrives on reflection, feedback, and continuous adjustment.

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Final thoughts

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Assessment, strategy, and execution are most powerful when treated not as phases, but as partners in a dynamic process.

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Assessment establishes the foundation: a shared understanding of where an organisation currently stands. Strategy clarifies what may be possible tomorrow and translates this understanding into actionable initiatives that reflect the realities of the organisation. Execution then brings that strategy to life through informed, adaptive actions that are integrated into how people actually work.

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Bringing these elements into alignment doesn’t just improve strategy, it builds resilience. It helps teams navigate complexity confidently and ensures that transformation isn’t just designed, it’s lived.

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