Managed Change™ should be the center of all change projects. It has made an enormous difference in the way our employees embrace and understand change.

Although our formal relationship with LaMarsh Global has come to a close, the Managed Change™ Model and Methodology lives on and is making a significant difference to employee engagement for our employees and leaders. LaMarsh Global consultants, true to their word, helped us build internal OCM capability at Shaw and then, yes, stepped away, declaring we were ready to fish on our own. For that, we are grateful.

LaMarsh Global helped us build skills in our leaders so that they could meet the changing needs of the organization. Now, these leaders and managers consistently consider the impact of changes on our employees. Equally important, other staff are starting to recognize their responsibility to voice Target issues. In addition, every leader up and down the cascade understands what is required to be an effective Sponsor and/or Change Agent. The overall result is a more thoughtful and, ultimately, more successful organizational process when implementing new projects.

Our employees started to tell leaders that something felt different in the hallways when they implemented a project or prepared for a major change. These early successes with LaMarsh Global led to the decision to centralize the team accountable for Organizational Change Management (OCM) to ensure that people and culture would be a key focus for all major initiatives.

“Having support during the planning and implementation phases of our change brought us a ‘calming voice in the middle of a big storm.’ We struggled to capture everything by ourselves and benefited greatly from the support we received in taking what we learned and then applying it to our change. It has been a great learning experience, with a great team and a great partner. I’m confident we’ll be able to handle anything that comes our way in the future.”