Can someone help me with this

CASE STUDY

Executives at ARENA, a tech company that specializes in software, believe that AI can significantly increase their profitability and market share. After implementing the use of AI to aid software development, they quickly realize that their customers are unaware of all the capabilities the AI assisted software contains. Recognizing this, executives want to launch a new initiative that shifts ARENAs focus from software development to AI software consulting services. The executives believe that this will open new revenue streams and cater to a growing market demand.

However, ARENAs management team realizes that they are facing many challenges with this transition pertaining to the teams ability to shift from product development to software consulting. Employees fear that their expertise and knowledge will not transition effectively to serve as consultants. Executives are planning the transition and notice deep organizational structures that may hinder the companys ability to sustain the change.

Sustaining change after implementing new initiatives or company reorganization is challenging. As a new executive for ARENA, what are some practices that assisted in sustaining change that you have witnessed in previous organizations? How can you apply them to ARENA to ensure employees successfully navigate this transition and sustain the planned change? Furthermore, are there any precautions you would hold in high regard when formulating a change management plan?