When a portion of your workforce adopts the change while others lag, it’s tempting to think it’s time to get tough. But using punitive measures to force change can backfire—damaging trust, increasing resistance, and harming long-term adoption. Here’s why a more strategic approach pays off.

Contracting with sponsors isn’t a formality—it’s the foundation of successful change. In this article, we outline a practical guide for creating effective sponsor contracts that align leadership actions with change success. 

Strong sponsorship is the cornerstone of successful change. Yet, organizations often overlook the importance of recognizing leaders who do it well. When great sponsorship goes unacknowledged, momentum fades—and so does motivation. 

Common Challenge: Big Goals, No Fuel to Reach Them 

A well-designed change initiative can still fail if it’s under-resourced. Whether it’s time, people, tools, or budget, insufficient support creates friction and signals that the change isn’t truly a priority. This article outlines how to resource change realistically and strategically using the LaMarsh Managed Change™ Model.

Reimagining Change Management in the Age of Intelligent Tools

Artificial Intelligence (AI) is transforming how organizations operate — and that includes how we lead change. For change professionals, AI is not a replacement for human judgment, empathy, or sponsorship—it’s a set of tools that can amplify our insight, speed, and impact. When used effectively, AI enables us to allocate less time to data collection and more to guiding people through the human aspects of change.

Common Mistake: Too Many Tasks, Not Enough Impact

With limited time and resources, it’s tempting to focus on what’s most visible—communication plans, slide decks, or stakeholder meetings. But without a clear way to prioritize based on impact, urgent work often overtakes important work.

Common Mistake: Underestimating the Role of Leaders as Storytellers 

In the rush to drive change, many organizations overlook one of their most powerful tools: leadership storytelling. When leaders fail to tell the story of change in a way that connects, inspires, and explains, adoption falters, even when everything else is done well.

One of the most overlooked aspects of effective change leadership is ongoing evaluation. Many change plans are developed and then left to run, without regular check-ins to assess whether they’re working. This article explores how often, how deeply, and how strategically to evaluate a change plan using the LaMarsh Managed Change™ Model. 

A leading global steel and iron manufacturing company set out to implement a single-instance ERP system across all its locations. This was no small task, especially for a company with deeply embedded collaborative practices, highly autonomous business units, and a history of failed ERP attempts. 

Change messages often fall flat—not because the content is wrong, but because it’s delivered in a way that doesn’t resonate with the audience. This article explores how to craft communication that speaks directly to the needs, risks, and priorities of your stakeholders. 

A global healthcare technology leader operating in over 100 countries with nearly $5 billion in annual sales set out on a multi-year journey to transform its operations. The initiative, known internally as the Group Optimization effort, was bold in scope and ambition. The company identified five strategic imperatives: winning in established markets, innovating for value, supplementing growth through acquisition, accelerating in emerging markets, and simplifying the operating model.

Not every change needs 100% enthusiastic buy-in, but some do. Failing to define what level of acceptance is truly required can result in wasted effort, poor adoption, or avoidable resistance. This article explores how to determine the right threshold of acceptance using the LaMarsh Managed Change™ Model. 

Starting in 2003, Caterpillar embarked on a transformative journey to reimagine workplace safety across its global enterprise. What began as an initiative to reduce recordable injuries evolved into a sustained cultural transformation, one that required intentional leadership, strategic alignment, and robust change management practices. This case study examines how Caterpillar implemented structured change management, encompassing stakeholder engagement, leadership modeling, and risk mitigation strategies, to integrate safety into the core of its business. 

A detailed change plan doesn’t automatically lead to successful adoption. The real difference between an average and a great change plan is not how many boxes are checked, but how well the plan enables people to shift behaviors and achieve results. This article breaks down the elements that elevate your plan from tactical to transformational.

Successful transformation doesn’t happen by accident. Projects succeed when two disciplines, Project Management (PM) and Organizational Change Management (OCM), work hand in hand. At LaMarsh Global, we view this partnership as essential: the PM prepares the project for the organization, while the OCM practitioner prepares the organization for the project. Both roles bring unique value, and together they ensure business results are achieved.