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The purpose of this paper is to examine the nature of change readiness and resolve as a principal feature of strategic teams. Change leadership and management in the context of strategy, talent and culture provide the organization with the capacity for navigating change at the process, category and business levels. This paper provides a practical look at the cultivation of strategic teams as agents for making change strategy happen.

The authors have examined a series of variables that inform the strategic agenda, talent blocks and beams, and the cultural agenda for organizations large and small. They have built a general framework for mapping and engaging what serves as a strong mind-set of change readiness and resolve, along with specific team-building elements for learning and development.

Strategic teams that are part of the structure and culture of the organization serve as development grounds for change competence and capacity at the group and individual levels. Further, because there are several types of strategic teams with diverse roles and functions, the change readiness and resolve mechanics are subject to experimentation and adaptation. This results in a strong mind-set for change leadership and management and the ability to deploy effectively across a range of situations, needs and challenges.

This work offers a practical set of views on change and adaptive capacity, and the development pathways that afford an organization the ongoing preparation of individuals and groups for changes in process and policy, programs and categories and business models through the most demanding transformation journeys.

The purpose of this paper is to examine motivation in a team setting, how engagement in the organization's value proposition and strategic agenda, better-matched talent, solid enterprise culture and accountability all play a role in motivating groups of people to become agents of making strategy happen. This paper also provides practical themes for team leadership.

For over 25 years, the authors have observed team function and dysfunction on all levels of business. They have defined a series of conditions that open the gates for motivation to flourish. Using developmental content, questions and frameworks, they provide a roadmap for the motivation of strategic teams in different settings, with different charters.

The authors find that teams whose members have a clear focus on their purpose within the organization's over-arching strategic plans, are well matched with specific talents of members and leaders of the team, and serve within a strong enterprise culture, are more highly motivated as agents of making strategy happen.

This study offers an expanded viewpoint on strategic team motivation with some themes for building strategic team competence, resilience and adaptive capacity across a range of organizational settings.