Change orchestration treats a transformation as a system, not a checklist. It decides what changes when, how one shift enables the next, and where the load on people needs to be paced. The goal is a sequence in which each move makes the following move easier.
It works by connecting delivery mechanics to human adoption. A capability can be built quickly, but it only creates value when the surrounding processes, incentives, and behaviours move with it. Orchestration keeps those in step.
For enterprises running several parallel initiatives, orchestration is the layer that prevents change fatigue and rework. It converts a portfolio of good intentions into a coherent path.