LaMarsh Insights

A leading steel and iron manufacturer partnered with LaMarsh Global to roll out a single-instance ERP system worldwide. Through strong governance, trained change leads, and our Managed Change™ methodology, the company achieved seamless go-lives, met KPIs across all sites, and built lasting change capability.

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.

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 leading steel and iron manufacturer partnered with LaMarsh Global to roll out a single-instance ERP system worldwide. Through strong governance, trained change leads, and our Managed Change™ methodology, the company achieved seamless go-lives, met KPIs across all sites, and built lasting change capability.

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.

A global healthcare technology leader operating in over 100 countries embarked on a bold multi-year transformation to simplify operations, accelerate growth, and strengthen its competitive edge. Guided by five strategic imperatives and supported by LaMarsh Global’s Managed Change™ methodology, the company restructured core functions, streamlined processes, and built a Change Management Center of Excellence. Despite significant complexity and geographic dispersion, the effort delivered 93% of KPI targets—embedding sustainable change capabilities and positioning the organization for long-term success.

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 launched a global safety transformation that went beyond reducing injuries to embedding safety as a core business value. Using LaMarsh Global’s Managed Change™ methodology, the company defined a unifying vision of zero-injury, built visible leadership sponsorship, engaged employees in solutions, and reinforced practices through tools like the Caterpillar Production System. By 2015, Caterpillar had reduced Recordable Injury Frequency by more than 90%, standardized culture assessments, and established safety as a cultural norm across its enterprise. The case demonstrates that sustainable change requires leadership commitment, stakeholder engagement, risk-based insights, and a focus on culture, not just compliance.

Leaders often agree with a change initiative but don’t know how to actively sponsor it. This gap between intention and action weakens support, confuses stakeholders, and slows adoption. This article explores how to guide leaders from passive approval to active sponsorship using the LaMarsh Managed Change™ Model.

Projects succeed when PMs and Change Managers partner—one delivers the project, the other drives adoption. Together, they turn change into results.