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.