This is another way of juxtaposing the broad horizontal view of Corporate Change Management with the focused deliverable and list based view present in a project stream. The problem that occurs with change initiatives is that the implementation of the change begins before there is any horizontal strategy. The train leaves before most of the passengers have even arrived. With IT initiatives little do they know the tracks are not even finished yet (since the technology typically develops during the implementation after change requests and legacy phase outs).
It is helpful to have an approach, languaging and communications that clarifies the separation and handoff of these two areas. Delaying any mention of start dates for Implementation is one tactic. Consistently loading the front end with a people/strategy connection will always help. Using different people for each side of the equation (because they require very different skill sets) is a given. Understanding why they are different and that one follows the other is an assumption that will change your perspective and approach.
And work.