Implement
You've got a plan in place, which is good, but it's hardly enough. It's time to make your plan work, and you'll need help. Ironically, the same word that describes the shift of things around you is the one that describes the process of dealing with it: change. As upsetting as changing conditions can be to people, so can the change you must put into place to accommodate them.
Meeting Resistance
The basic problem you face in implementing the plan is that no one likes change. It's a quirk of being human, this need to have things remain as they are. If people were as adaptable as they'd like to be, then quitting smoking, losing weight, starting a new career, and otherwise doing new things wouldn't be the major challenges they are. Yes, we know there are factors that make each of these difficult, but no factor is as large as the human unwillingness to change, when people think they can get away without it.
Facing Resistance
You have to assume there will be resistance. If you aren't prepared for opposition when it comes, success will be difficult — if not impossible. Don't rely on memos. Have direct meetings. The air of uncertainty and suspicion that would come about from hiding change — really the result of being unprepared to meet it — can still occur when change is no longer a theory but an incontrovertible fact.
Fear will be evident in your team members. But don't forget that you will have your own bouts of fear and doubt. Don't deny the feelings. Unwatched, they will undermine your goals. Accept them and focus on the necessary steps in the plan.
When change occurs, people often erect all kinds of barriers, often without realizing that they are doing so. They will ride emotional waves — some positive, some negative. Your plan for change may include some unpleasant actions. People will push back, not out of antagonism but out of fear and unhappiness. Don't react. Just keep moving forward, and give people the room for the emotional adjustments they will need to make.
Addressing Team Members
Hopefully, you've involved the team members in the change-planning process, but sometimes you won't be able to do that as well as you'd like. Appropriate actions might require painful actions, including laying people off. You may not be able to legally provide information in advance. Then again, even those involved in the planning may find that discussing change is easier and more pleasant than actually undertaking it.
Your strategy for working with team members and getting buy-in doesn't stop after planning or the beginning of implementation. As you (hopefully) asked for help with planning, continue to seek it. Provide team members with as much information as possible during the process. Be open, honest, and upfront as early as you can when you recognize the need for change.
