With a Commanding change strategy the change is driven by the management who take on the role as owner, sponsor and change agent. The strategy is suitable for changes where new formal structures are needed and when change needs to happen quickly. The organization will not be unsure about what is going to happen and where the organization will end up.​

The leader of the change should be good at coorporating with the rest of the management group and should be a good listener, be good at creating concensus and show the way. The leader should be good at defining tasks and delegate them.​

With Employee driven strategy, the change is driven from the bottom up. This strategy is typically suitable for companies where the need for change commes from the bottom, where the result is more important than the use of standard methods, and where the management style is open. ​

The leader of the change should be capable of engaging the employees and make them take on a responsibility for completing the change. Practical ways to gather the employees contributions needs to be organized. ​

The Exploration strategy is used when there is a need for flexibility and agility. The management should be open to changes based on the learning from other companies (etc). The management should grant the resources that are needed to test different options and select the best solution(s) for the company. ​

The leader of the change should be used to working in a "research environment" and will typically have a large network that also include educational organizations. The person is full of ideas, and good at creating coorporation between people and at communicating both the problem and the solution. ​

With Attitude driven strategy the change is focused on learning – both in the organization and individually. The employees will experience a focus on the competences which are new to the organization. Education plans will be in place, the employees will be educated, and there is a follow-up on whether the education was satisfying. The management will continously request the new competences. ​

The leader of the change should be capable of analyzing which learning is needed to complete the considered change, which learning form should be used, plan the learning, complete it, and lastly check if the desired effect is obtained. ​ ​

With Metrics driven strategy the change is founded in measures. The result (sub-results) of the change should of cause be measurable. The organization will experience that measurements are introduced, which e.g. are visible in the cafeteria or reception. They will experience a management focus on the measurements and maybe even a sort of competition to reach the goals. ​

The leader of the change should have enough knowledge on measuring methods and establishment of measuring programs to be able to set up measurement programs in the organization and use the result of it to drive the change. ​

The Optionality strategy is typically used when the change is driven by individual or group needs. Whether the initiative is utilized is to a high degree up to the individual person or group. Management should request alternative solutions which are evaluated and validated for use in different contexts. Management should follow the use of alternatives, be part of improving these, and possibly remove them if they are not used. ​

The leader of the change should be good at setting different improvement initiatives in motion in the organization. From this comes alternatives which can be used in different contexts. Alternatives should be communicated well enough that the choice between them makes best possible sense for the organization. ​

With Production organized strategy the change is typically driven by the need for optimizing and/or cost reduction. The strategy is suited for companies with stabil surroundings and with many homogen resources and work processes. ​

​ The leader of the change should be able to discover improvement potentials in the existing way of operating and make optimizations throughout the project.​

Reengineering strategy - also called Business Project Reengineering (BPR), supports a fundamental change in an organization. The change is driven by the need for a complete rethinking of what exists. The strategy is typically relevant for companies on the verge of crisis that are stuck and finds it difficult to carry out decisions. The organization will typically experience large changes. ​

The leader of the change should be able to make decisions, be good at defining goals, and communicating, and should be able to plan and carry out large changes as well as be able to handle strong resistance.​

With a Socializing strategy social relations are put in play in order to obtain better organizational abilities. Management should be involved in the socialization and define tasks which contribute to the solution. Employees will experience the establishment of professional groups, diverse events, and possibly competitions – with different themes which supports the changes that should be implemented. ​

The leader of the change should be good at creating a network and get people to meet around the change initiative – coffee clubs, comunities around tasks etc. A loyalty culture should be created in the company that ensures that the energy the company makes available is used to implement the change. ​

Specialist driven strategy focus on experts help to implement a change. The strategy is typically suitable when the change has a big complexity and variation. The organization will experience that specialists (internal and external) will be assigned to different improvement tasks. New methods, techniques and work forms will be introduced which the management should request continously. ​

Internal and/or external specialists are the foundation for the implementation of the change. The leader of the change shoul be good at bringing specialists into play and secure dispersion and uptake of their results. ​