Ambers: I've distilled managing change into what I call "The 5 Ds."

Decision. Think about some of the things we've been forced to do differently today with the pandemic. That's change — doing something different. What is the process we instinctively went through to get there? We had to make a decision. It might be an external or internal thing that forces us to try something new; the old way's not working. Sometimes it can be scary. What if you get bad news from the doctor? You will have to change something. It might take weeks and months, but you're having to change because of a situation. Or maybe your flight is canceled. You have decisions to make.
Design. Next, you have to design a solution. What are the steps you have to take? We have to think about an action to get where we want to be. We can get really technical in designing what the solution looks like. We're talking here about planning.
Deploy. Now it's time to do something. How will we implement this decision? Who's involved? What are the roles and responsibilities? How long will it take? What are the costs? Who will continue it? People get stuck here. They don't implement. Execute the plan and deal with whatever comes next.
Deal. Part of managing change will involve dealing with distractions. It could be a naysayer employee when you're implementing a new technology solution. Or it could be the child at home who doesn't want to get up at 7 a.m. and do his schoolwork at the kitchen table. During the 'design' stage, these potential objections often come to the surface.
Drive. This is the momentum piece. Once you start change, you very much want to keep it going. One change leads to another change, which leads to yet another change. And so on. We start to open our horizons.

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