Managed Change gets refocused on its strengths

While the updated methodology is easier to use, it continues to allow for a deeper analysis of organizational change.


Chris Kreuser has observed the evolution of LaMarsh Global’s change management methodology through multiple iterations. As her career in change management progressed, Managed Change continued to adapt to the realities of organizational change and what is necessary for a well-managed change.

The latest update to Managed Change in 2021 is another refinement that will benefit practitioners new to the methodology and experienced change management consultants – like Chris – that rely on a comprehensive review of an organization and its people.

“The real essence  and value of the LaMarsh Global methodology is the analysis. It is easy to learn how to use the tools, but advanced practitioners can leverage the information to enable deeper analysis,” says Chris, Executive Director of Consulting Services at LaMarsh Global.

Chris started her career in economic analysis and competitive intelligence for an American Fortune 50 manufacturing company. When she took on a role as a change manager for a new safety initiative, she was introduced to LaMarsh Global’s methodology and worked alongside an experienced  LaMarsh change management consultant.

As she went on to oversee global change teams, lead the Change Management Center of Excellence at her previous corporation and then start a consulting practice, Managed Change remained a crucial resource because of its balance between ease and depth.

“The LaMarsh Global methodology gives you the ability to do a full analysis when you’re faced with a situation that requires a deeper dive to get to the root causes for the reasons that people aren’t able to adopt the change,” she says.

The 2021 update to Managed Change is a refinement but not a departure.

“The toolset is now more streamlined. Because of its simplicity, the focus is more on the analysis and putting a change plan together to mitigate the risks that are identified,” explains Chris.

The model better highlights the necessity for leaders to be involved from the beginning of an initiative.

“I appreciate the stronger emphasis on senior leadership at the start of a project. We always knew it needed to be there, but often exercises and assessments are started before securing senior leadership,” says Chris.

“The reality is – it is difficult to secure senior leadership. It is often the biggest risk to a project’s success.”

Chris doesn’t expect this iteration to be the last. As the discipline evolves and recognition grows for change management, so too will Managed Change.

For practitioners new to change management or already familiar with a methodology, Chris recommends seeking opportunities to apply the model and partner with experienced practitioners for coaching and support when questions arise.

“I was fortunate to have support from change management coaches when I was learning the methodology and the tools.”

This applied approach is the same style she uses when facilitating change management workshops. Her experiences, observations and stories from using the model are a complement to the tools and best practices included in Managed Change.

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