LaMarsh Insights

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.

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.

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.

One of the most frustrating roadblocks for change practitioners is when sponsors underestimate or overlook the value of change management. Without their belief and investment, it’s nearly impossible to build momentum, drive adoption, or sustain change. This article explores why this disconnect happens—and how to address it.

Every organization has a change history—and it matters more than most realize. This article explores how past transformations influence current attitudes, and how change leaders can acknowledge, learn from, and work with that history using the LaMarsh Managed Change™ Model.

Organizations often skip building a cost-benefit case for change management—leading to underfunding, delayed adoption, and failure to meet objectives. This article outlines how to quantify the value of managing change and how to make a compelling case for it.

One of the most frustrating roadblocks for change practitioners is when sponsors underestimate or overlook the value of change management. Without their belief and investment, it’s nearly impossible to build momentum, drive adoption, or sustain change. This article explores why this disconnect happens—and how to address it.

Too often, change management is treated as a parallel track to project management—rather than an integrated component. This siloed approach creates confusion, delays, and diminished outcomes. This article explores how integrating change and project efforts improves clarity, coordination, and results.

Organizations often underestimate the collective impact of simultaneous initiatives. When too many changes are introduced at once, employees disengage, priorities blur, and adoption drops. This article outlines how to assess capacity and pace change more effectively using the LaMarsh Managed Change™ Model.

Change efforts often fail because practitioners overlook the step of quantifying risk. While risks are identified, they’re rarely measured in ways that support proactive action. This article outlines how to assess the level of risk and prioritize interventions using the LaMarsh Managed Change™ Model.