How do you make sure a recommendation is actually implementable by the client?

An analytically correct recommendation the client cannot execute delivers nothing. Feasibility is part of the recommendation, not a separate concern.

What to assess:

• Capability. Does the organisation have the skills, systems and capacity? Recommending a data-driven pricing model to a client with no analytics function means the first recommendation is actually to build that function.
• Culture and appetite. A change that requires behaviour the organisation has resisted for a decade needs a different approach from one that fits how it already works.
• Ownership. Every action needs a named owner with the authority to act. Recommendations addressed to "the business" are not executed.
• Sequencing and dependencies. What must happen first, and where can early visible value be captured to sustain support?

How to build it in: involve the people who will implement it during the analysis rather than presenting to them at the end. A recommendation the operating team helped shape is defended by them; one imposed on them is quietly resisted.

Note: Include quick wins deliberately. Early results buy the political capital needed for the harder structural changes, and their absence is why many technically sound transformations stall.