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   Q&A with Jeanenne LaMarsh Q: Should organizations build, buy or adapt a change management model? A: We (obviously) have a bias for buying or adapting a model. While developing the change management core competency will give a company a strategic advantage, the full value is gained through the commitment and successful execution much more than a proprietary approach to the issue. We wonder why any organization would invest time and resources when models like Managed Change™ can be adapted economically and quickly. Q: Isn't the CMO/PMO just another form of bureaucracy? A: Every organization we work with acknowledges they have more change projects underway at any point in time than they can handle. At worst this situation will overwhelm the enterprise and oftentimes cause paralysis. The CMO/PMO is a necessity if the multitude of projects are going to be reduced to a manageable level and then successfully implemented. Q: Is there a recommended order to introducing the pillars? A: Institutionalization itself is a change project! While all situations are different, we recommend that an organization first agree on a common change management model and methodology and begin the development of its change agents and consultants. We then recommend leadership learn about the possibilities of strong change management sponsorship. The last stage is the creation of the governance structure in concert with the change management cultural shift. 
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