Change success (the accomplishment of business objectives near and long term) requires connecting work and motivation to vision/idea/change and vice-versa. That means strategy must make sense and the "make sense" must be transferred to the employees in a way they will accept.

While this seems obvious I find most executives understanding it only on a surface level.

If this loop of idea and work does not exist and/or is not understood then that is the first step in the process of introducing change ideas. With a clear understanding of what it takes to get things done, assuming a change idea will facilitate that process, anyone in the organization should be able to communicate an idea.

Convincing may be a more data/emotional discussion.

An organization that does not have a communication channel for ideas for change has a serious structural problem.

In my own work with change management I make a point of weaving that channel somehow into the formal or informal structure to make it easier for the next idea to be heard.