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.