When Jeanette Horan arrived at IBM she quickly realized that in order to implement the major shift in strategy being handed down by the C-Suite she needed to familiarize herself with the legacy environment of the corporation at all levels.In this lesson, she explains how she accomplished the difficult task of uniting a globally distributed IT department and moving it in a completely new strategic direction. By the end of it, you’ll have a three-part strategy for managing implementation of major shifts in organizational policy.I. Get to know legacy dynamicsInvestigate belief systems at all levels- from executives in the C-Suite to managers in the trenches.II. Identify key influencers at all levelsRely on key supporters to be ambassadors of the movement.Engage key non-supporters in dialogue to affect change.III. Devote special attention to the senior executive levelMake a case for the budget you need by grounding your request in the corporate strategy.