Til slutt trenger virksomheten en implementeringstrategi som tar for seg hvordan virksomheten ønsker å implementere den nye nettbutikken i virksomhetens eksisterende organisasjon og verdikjede.
Hvor vanskelig og utfordrend dette vil være er avhengig av hvor dramatiske endringer i verdiskapningsprosessen som er gjort i forbindelse med utviklingen av nettbutikken. Har hele verditilbudet blitt digitalisert eller store deler av verdiskjeden gjort digital vil det garantert bli massiv motstand mot den nye nettbutikken fra de ansatte.
Snakker vi bare om en forlengelse av det fysiske utsalgsstedet er endringene ikke så store. De er derfor lettere å akseptere og genererer derfor ikke så mye motstand og konflikter som de radikale endringene.
Selv om forandringer er like naturlig som livet selv, vil de ansatte ofte kjempe i mot forandringene med nebb og klør. Forandring fryder ikke – i hvert fall ikke uten at vi er sikre på hva forandringene fører til. Vi vet hva vi har, men er usikre på hva forandringene vi vil føre til.
Systemer, stillinger, titler, faginteresser, organisasjonsplaner, stillingsbeskrivelser o.l. blir derfor brukt som tunge virkemidler for å unngå interne forandringer. Satt på spissen kan vi derfor si at de samme virkemidlene som har gitt organisasjonen suksess hittil, er potensielle trusler mot fremtidig omstilling.
For å få til forandringer i en organisasjon er det påkrevd at hvert av forandringproblemene blir koblet sammen med en passende løsning. I motsatt fall vil de planlagte forandringene slå feil eller virke mot sin hensikt. Alle endringer i en virksomhet, stor eller liten, må støttes opp av en implementeringsplan (implementeringstrategi) som forklarer hvordan planen, systemet eller endringen skal gjennomføres og implementeres som en naturlig del av den eksisterende organisasjonen og verdiskapningprosessen. Implementeringsplanen MÅ angi:
Hvordan strategien, planen eller endringen skal implementeres i organisasjonen.
Angir hvilke konsekvenser planene og endringene vil få for den enkelte ansatt
Hvordan den enkelte ansatt skal få nødvendig opplæring i å mestre de nye løsningene
Når opplæringen skal skje og hvem som har ansvaret for gjennomføringen
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