LaMarsh and Associates - "Case for Change," March, 2007

		Q&A with Jenenne LaMarsh Jeanenne LaMarsh, Founder and CEO of LaMarsh and Associates, has helped hundreds of companies worldwide achieve effective change. Q: Why does it take so long for change management to become a core competency? A: Ordinarily, change usually starts at the top: senior leadership gets an idea about needed change or set of changes (a Quality Solution) as part of their strategic goals, and launches those changes from the executive office. But they fail to realize the opportunities that an overall change strategy can bring. The people who do realize it first are the change agents whose lives are consumed by the change projects and whose careers are threatened by their potential failure. So it takes a while for what they learn about change management to get up the ladder. Q: Who should be the advocates of change management as a core competency? A: Anybody. And everybody: Change agents, who see the value of having this knowledge and skill in multiple parts of the organization and are often the first advocates Senior leadership, who realize how important the change management conversations are as they consider major, strategic changes Human Resources and Organizational Development professionals, who understand the significant impact of good change management on getting higher Employee Involvement Scores CFOs, who understand that the real value of any change initiative is in the result it produces; they're tired of projects not delivering expected improvements, or worse yet, failing all together IT professionals, who are under intense pressure to deliver service and reduce costs Become a "Case for Change" subscriber and receive e-mail alerts whenever we publish future issues. Next article >> Newsletter home page >>
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