Modernizing IT Across a Complex Global Enterprise
A global leader in designing and manufacturing motion and fluid controls for aerospace, defense, industrial, and medical device sectors faced a significant challenge: modernizing their IT infrastructure across an organization with deeply independent business units and a history of failed implementations.
The modernization effort involved 11 interconnected projects ranging from ServiceNow deployments and workload migrations to help desk redesigns and mainframe hosting. The program spanned multiple workstreams and required coordination across dozens of regions and teams.
Yet the barriers were steep. Business units operated autonomously and often viewed IT as a bottleneck, not a strategic partner. With over 200 IT-resourced projects running simultaneously, there was no centralized process for prioritization or communication. Misalignment between IT and business leadership further complicated coordination, and the lack of consistent training or communication infrastructure across global locations made unified change adoption nearly impossible.
LaMarsh Global stepped in to help reset the foundation. We began by educating both IT and business leaders on their roles in leading change, including a targeted Leader as Sponsor training session. Working closely with key leaders, we ensured accurate and timely communication to affected stakeholder groups.
To drive consistency, we partnered with four key change integration project managers to embed change management activities into the overall project structure. This included regular project and change team meetings, and formal presentations to steering committees, sharing integrated progress updates to maintain alignment and build accountability.
In parallel, we designed and implemented a global communication and feedback mechanism that created cadence and consistency. The process captured accomplishments, outlined next steps, and—crucially—incorporated feedback loops that allowed employees to raise issues, ask questions, and shape the direction of future communication efforts.
The results went beyond just project success. The organization developed a clear decision-making and issue escalation framework that could serve them well beyond the duration of the program. IT and business leadership began working collaboratively, reducing friction and aligning around shared priorities. A comprehensive change inventory revealed more than 250 concurrent projects affecting overlapping stakeholder groups—insight that allowed us to reduce change fatigue and create a more strategic project portfolio focused on the highest-impact efforts.
Change management plans were successfully embedded with four separate solution integration partners. Feedback from frontline teams directly influenced leadership decisions. And communication efforts became more structured, inclusive, and effective across geographies.
👉 Looking to align your business and IT leaders around complex change? Join our next Managed Change™ Workshop or reach out to us to learn how we can help guide your transformation from the inside out.
