lamarsh-change-management-model

LaMarsh Change Management Model 

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The LaMarsh Change Management Model, developed by William and Jeanie LaMarsh, is a comprehensive framework designed to guide organizations through the process of managing change. This model recognizes that change is not a one-time event but an ongoing process that requires careful planning, execution, and monitoring.

The model is based on several key principles:

  1. Change is Continuous: The LaMarsh model acknowledges that change is not a singular event but an ongoing process. Organizations must adapt to evolving circumstances and remain agile.
  2. Change Management is a Discipline: It views change management as a structured discipline with its own methodologies, tools, and best practices. Effective change management requires a systematic approach.
  3. Leadership is Key: Leadership plays a critical role in driving and sustaining change. Leaders at all levels of the organization must actively support and champion the change initiative.
  4. Involvement and Engagement: Employees and stakeholders should be actively involved and engaged throughout the change process. Their input, concerns, and feedback should be considered.
  5. Measurement and Feedback: Metrics and feedback mechanisms are essential for assessing the progress and impact of the change. Regular evaluation allows for adjustments and improvements.

What is the LaMarsh Change Management Model?

Developed by Daryl Conner and Richard LaMarsh, the LaMarsh Change Management Model, also known as Managed Change™, provides a detailed methodology for planning, implementing, and sustaining organizational change. The model emphasizes the importance of understanding and addressing the human side of change to ensure successful outcomes.

Key Characteristics of the LaMarsh Change Management Model

  • Holistic Approach: Integrates both the technical and human aspects of change.
  • Structured Methodology: Provides a clear, step-by-step process for managing change.
  • Focus on Readiness: Emphasizes preparing the organization and its people for change.

Importance of the LaMarsh Change Management Model

Understanding and applying the LaMarsh Change Management Model is crucial for organizations aiming to navigate change effectively, minimize resistance, and achieve desired outcomes.

Navigating Change Effectively

  • Structured Process: Offers a clear framework for managing change initiatives.
  • Consistency: Ensures consistency in how change is approached and managed across the organization.

Minimizing Resistance

  • Stakeholder Engagement: Engages stakeholders throughout the change process to reduce resistance.
  • Communication: Provides strategies for effective communication to address concerns and build support.

Achieving Desired Outcomes

  • Alignment: Aligns change initiatives with organizational goals and objectives.
  • Sustainability: Focuses on sustaining change to ensure long-term success.

Components of the LaMarsh Change Management Model

The LaMarsh Change Management Model consists of several key components that guide organizations through the change process.

1. Define the Change

  • Change Identification: Clearly identify the change and its scope.
  • Business Case: Develop a compelling business case that explains the need for change and its benefits.

2. Assess the Impact

  • Impact Analysis: Assess the impact of the change on various parts of the organization, including processes, systems, and people.
  • Readiness Assessment: Evaluate the organization’s readiness for change by assessing the current state and identifying potential barriers.

3. Plan the Change

  • Change Plan: Develop a detailed change plan that outlines the steps required to implement the change.
  • Resource Allocation: Identify and allocate the necessary resources, including budget, personnel, and technology.

4. Implement the Change

  • Execution: Execute the change plan according to the defined steps and timeline.
  • Support Systems: Implement support systems to assist employees during the transition.

5. Sustain the Change

  • Reinforcement: Implement strategies to reinforce the change and ensure it is sustained over the long term.
  • Monitoring and Evaluation: Continuously monitor the progress of the change and evaluate its impact on the organization.

Methods to Implement the LaMarsh Change Management Model

Several methods can be used to implement the LaMarsh Change Management Model effectively, each offering different strategies and tools.

1. Stakeholder Engagement

  • Stakeholder Analysis: Identify key stakeholders and assess their influence and impact on the change.
  • Involvement: Actively involve stakeholders in the change process to gain their support and reduce resistance.

2. Communication Planning

  • Communication Strategy: Develop a comprehensive communication strategy to keep stakeholders informed and engaged.
  • Feedback Mechanisms: Establish feedback mechanisms to gather input and address concerns.

3. Training and Development

  • Training Programs: Develop and deliver training programs to equip employees with the skills and knowledge needed to adapt to the change.
  • Ongoing Support: Provide ongoing support and resources to help employees navigate the transition.

4. Change Leadership

  • Leadership Alignment: Ensure that leaders are aligned with the change and are actively supporting it.
  • Change Champions: Identify and empower change champions to advocate for the change and support their peers.

5. Monitoring and Evaluation

  • Progress Tracking: Develop metrics to track the progress of the change and measure its impact.
  • Continuous Improvement: Use evaluation data to make continuous improvements and adjustments to the change plan.

Benefits of the LaMarsh Change Management Model

Implementing the LaMarsh Change Management Model offers numerous benefits, enhancing change readiness, stakeholder engagement, and overall organizational performance.

Enhanced Change Readiness

  • Preparation: Prepares the organization and its people for change, reducing the likelihood of resistance and failure.
  • Resilience: Builds organizational resilience by developing the capability to manage change effectively.

Improved Stakeholder Engagement

  • Involvement: Actively involves stakeholders in the change process, increasing their commitment and support.
  • Trust: Builds trust through transparent and consistent communication.

Better Change Outcomes

  • Alignment: Aligns change initiatives with organizational goals, ensuring that the change delivers value.
  • Sustainability: Focuses on sustaining change to achieve long-term success.

Increased Organizational Performance

  • Efficiency: Improves efficiency by streamlining processes and reducing disruptions.
  • Adaptability: Enhances the organization’s ability to adapt to changing market conditions and opportunities.

Challenges of Implementing the LaMarsh Change Management Model

Despite its benefits, implementing the LaMarsh Change Management Model presents several challenges that need to be managed for successful adoption.

Resistance to Change

  • Cultural Barriers: Overcoming cultural barriers and resistance to change within the organization.
  • Mindset Shift: Encouraging a mindset shift towards embracing change and continuous improvement.

Resource Constraints

  • Time and Budget: Allocating sufficient time and budget for comprehensive change management efforts.
  • Skilled Personnel: Ensuring availability of skilled personnel to lead and support the change process.

Measurement Difficulties

  • Impact Measurement: Measuring the impact of change initiatives can be complex and time-consuming.
  • Data Collection: Collecting reliable data to evaluate the effectiveness of change interventions.

Sustaining Change

  • Maintaining Momentum: Sustaining momentum and commitment to change initiatives over the long term.
  • Continuous Reinforcement: Implementing continuous reinforcement strategies to embed the change in the organization.

Best Practices for Implementing the LaMarsh Change Management Model

Implementing best practices can help effectively manage and overcome challenges, maximizing the benefits of the LaMarsh Change Management Model.

Foster a Change-Ready Culture

  • Leadership Support: Ensure strong leadership support for change initiatives.
  • Employee Involvement: Engage employees at all levels in the change process and foster a culture of continuous improvement.

Develop a Clear Vision

  • Vision Statement: Develop a clear and compelling vision for the change that aligns with organizational goals.
  • Communicate Vision: Communicate the vision consistently and effectively to all stakeholders.

Provide Comprehensive Training

  • Skill Development: Offer comprehensive training programs to develop the skills needed to navigate the change.
  • Support Systems: Implement support systems to assist employees during the transition.

Use Data-Driven Methods

  • Evidence-Based: Use data-driven methods to plan, implement, and evaluate change initiatives.
  • Continuous Monitoring: Continuously monitor progress and gather data to make informed decisions.

Ensure Sustainability

  • Reinforcement Strategies: Implement strategies to reinforce the change and ensure it is sustained over the long term.
  • Feedback Loops: Establish feedback loops to gather input and make continuous improvements.

Future Trends in Change Management

Several trends are likely to shape the future of change management and the implementation of models like the LaMarsh Change Management Model.

Digital Transformation

  • Technology Integration: Integrating digital tools and technologies to enhance change management efforts.
  • Remote Change Management: Adapting change management strategies for remote and hybrid work environments.

Data Analytics

  • Big Data: Leveraging big data and analytics to gain deeper insights into change readiness and impact.
  • Predictive Analytics: Using predictive analytics to anticipate and address potential challenges.

Agile Change Management

  • Agile Practices: Implementing agile change management practices to respond quickly to changing conditions.
  • Iterative Approach: Using an iterative approach to implement and refine change initiatives.

Employee Well-Being

  • Holistic Approach: Addressing employee well-being as part of change management efforts.
  • Work-Life Balance: Promoting work-life balance to support employees during times of change.

Sustainability and Social Responsibility

  • Sustainable Change: Integrating sustainability and social responsibility into change management initiatives.
  • Ethical Considerations: Promoting ethical practices in managing organizational change.

Conclusion

The LaMarsh Change Management Model is a valuable framework for managing organizational change by addressing both the human and process aspects. By understanding the key components, methods, benefits, and challenges of the LaMarsh Change Management Model, organizations can develop effective strategies to navigate change, minimize resistance, and achieve desired outcomes. Implementing best practices such as fostering a change-ready culture, developing a clear vision, providing comprehensive training, using data-driven methods, and ensuring sustainability can help maximize the benefits of the LaMarsh Change Management Model.

Read Next: Organizational Structure.

Types of Organizational Structures

organizational-structure-types
Organizational Structures

Siloed Organizational Structures

Functional

functional-organizational-structure
In a functional organizational structure, groups and teams are organized based on function. Therefore, this organization follows a top-down structure, where most decision flows from top management to bottom. Thus, the bottom of the organization mostly follows the strategy detailed by the top of the organization.

Divisional

divisional-organizational-structure

Open Organizational Structures

Matrix

matrix-organizational-structure

Flat

flat-organizational-structure
In a flat organizational structure, there is little to no middle management between employees and executives. Therefore it reduces the space between employees and executives to enable an effective communication flow within the organization, thus being faster and leaner.

Connected Business Frameworks

Portfolio Management

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Project portfolio management (PPM) is a systematic approach to selecting and managing a collection of projects aligned with organizational objectives. That is a business process of managing multiple projects which can be identified, prioritized, and managed within the organization. PPM helps organizations optimize their investments by allocating resources efficiently across all initiatives.

Kotter’s 8-Step Change Model

kotters-8-step-change-model
Harvard Business School professor Dr. John Kotter has been a thought-leader on organizational change, and he developed Kotter’s 8-step change model, which helps business managers deal with organizational change. Kotter created the 8-step model to drive organizational transformation.

Nadler-Tushman Congruence Model

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The Nadler-Tushman Congruence Model was created by David Nadler and Michael Tushman at Columbia University. The Nadler-Tushman Congruence Model is a diagnostic tool that identifies problem areas within a company. In the context of business, congruence occurs when the goals of different people or interest groups coincide.

McKinsey’s Seven Degrees of Freedom

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McKinsey’s Seven Degrees of Freedom for Growth is a strategy tool. Developed by partners at McKinsey and Company, the tool helps businesses understand which opportunities will contribute to expansion, and therefore it helps to prioritize those initiatives.

Mintzberg’s 5Ps

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Mintzberg’s 5Ps of Strategy is a strategy development model that examines five different perspectives (plan, ploy, pattern, position, perspective) to develop a successful business strategy. A sixth perspective has been developed over the years, called Practice, which was created to help businesses execute their strategies.

COSO Framework

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The COSO framework is a means of designing, implementing, and evaluating control within an organization. The COSO framework’s five components are control environment, risk assessment, control activities, information and communication, and monitoring activities. As a fraud risk management tool, businesses can design, implement, and evaluate internal control procedures.

TOWS Matrix

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The TOWS Matrix is an acronym for Threats, Opportunities, Weaknesses, and Strengths. The matrix is a variation on the SWOT Analysis, and it seeks to address criticisms of the SWOT Analysis regarding its inability to show relationships between the various categories.

Lewin’s Change Management

lewins-change-management-model
Lewin’s change management model helps businesses manage the uncertainty and resistance associated with change. Kurt Lewin, one of the first academics to focus his research on group dynamics, developed a three-stage model. He proposed that the behavior of individuals happened as a function of group behavior.

Organizational Structure Case Studies

OpenAI Organizational Structure

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OpenAI is an artificial intelligence research laboratory that transitioned into a for-profit organization in 2019. The corporate structure is organized around two entities: OpenAI, Inc., which is a single-member Delaware LLC controlled by OpenAI non-profit, And OpenAI LP, which is a capped, for-profit organization. The OpenAI LP is governed by the board of OpenAI, Inc (the foundation), which acts as a General Partner. At the same time, Limited Partners comprise employees of the LP, some of the board members, and other investors like Reid Hoffman’s charitable foundation, Khosla Ventures, and Microsoft, the leading investor in the LP.

Airbnb Organizational Structure

airbnb-organizational-structure
Airbnb follows a holacracy model, or a sort of flat organizational structure, where teams are organized for projects, to move quickly and iterate fast, thus keeping a lean and flexible approach. Airbnb also moved to a hybrid model where employees can work from anywhere and meet on a quarterly basis to plan ahead, and connect to each other.

Amazon Organizational Structure

amazon-organizational-structure
The Amazon organizational structure is predominantly hierarchical with elements of function-based structure and geographic divisions. While Amazon started as a lean, flat organization in its early years, it transitioned into a hierarchical organization with its jobs and functions clearly defined as it scaled.

Apple Organizational Structure

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Apple has a traditional hierarchical structure with product-based grouping and some collaboration between divisions.

Coca-Cola Organizational Structure

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The Coca-Cola Company has a somewhat complex matrix organizational structure with geographic divisions, product divisions, business-type units, and functional groups.

Costco Organizational Structure

costco-organizational-structure
Costco has a matrix organizational structure, which can simply be defined as any structure that combines two or more different types. In this case, a predominant functional structure exists with a more secondary divisional structure. Costco’s geographic divisions reflect its strong presence in the United States combined with its expanding global presence. There are six divisions in the country alone to reflect its standing as the source of most company revenue. Compared to competitor Walmart, for example, Costco takes more a decentralized approach to management, decision-making, and autonomy. This allows the company’s stores and divisions to more flexibly respond to local market conditions.

Dell Organizational Structure

dell-organizational-structure
Dell has a functional organizational structure with some degree of decentralization. This means functional departments share information, contribute ideas to the success of the organization and have some degree of decision-making power.

eBay Organizational Structure

ebay-organizational-structure
eBay was until recently a multi-divisional (M-form) organization with semi-autonomous units grouped according to the services they provided. Today, eBay has a single division called Marketplace, which includes eBay and its international iterations.

Facebook Organizational Structure

facebook-organizational-structure
Facebook is characterized by a multi-faceted matrix organizational structure. The company utilizes a flat organizational structure in combination with corporate function-based teams and product-based or geographic divisions. The flat organization structure is organized around the leadership of Mark Zuckerberg, and the key executives around him. On the other hand, the function-based teams are based on the main corporate functions (like HR, product management, investor relations, and so on).

Goldman Sachs’ Organizational Structure

goldman-sacks-organizational-structures
Goldman Sachs has a hierarchical structure with a clear chain of command and defined career advancement process. The structure is also underpinned by business-type divisions and function-based groups.

Google Organizational Structure

google-organizational-structure
Google (Alphabet) has a cross-functional (team-based) organizational structure known as a matrix structure with some degree of flatness. Over the years, as the company scaled and it became a tech giant, its organizational structure is morphing more into a centralized organization.

IBM Organizational Structure

ibm-organizational-structure
IBM has an organizational structure characterized by product-based divisions, enabling its strategy to develop innovative and competitive products in multiple markets. IBM is also characterized by function-based segments that support product development and innovation for each product-based division, which include Global Markets, Integrated Supply Chain, Research, Development, and Intellectual Property.

McDonald’s Organizational Structure

mcdonald-organizational-structure
McDonald’s has a divisional organizational structure where each division – based on geographical location – is assigned operational responsibilities and strategic objectives. The main geographical divisions are the US, internationally operated markets, and international developmental licensed markets. And on the other hand, the hierarchical leadership structure is organized around regional and functional divisions.

McKinsey Organizational Structure

mckinsey-organizational-structure
McKinsey & Company has a decentralized organizational structure with mostly self-managing offices, committees, and employees. There are also functional groups and geographic divisions with proprietary names.

Microsoft Organizational Structure

microsoft-organizational-structure
Microsoft has a product-type divisional organizational structure based on functions and engineering groups. As the company scaled over time it also became more hierarchical, however still keeping its hybrid approach between functions, engineering groups, and management.

Nestlé Organizational Structure

nestle-organizational-structure
Nestlé has a geographical divisional structure with operations segmented into five key regions. For many years, Swiss multinational food and drink company Nestlé had a complex and decentralized matrix organizational structure where its numerous brands and subsidiaries were free to operate autonomously.

Nike Organizational Structure

nike-organizational-structure
Nike has a matrix organizational structure incorporating geographic divisions. Nike’s matrix structure is also present at the regional and sub-regional levels. Managerial responsibility is segmented according to business unit (apparel, footwear, and equipment) and function (human resources, finance, marketing, sales, and operations).

Patagonia Organizational Structure

patagonia-organizational-structure
Patagonia has a particular organizational structure, where its founder, Chouinard, disposed of the company’s ownership in the hands of two non-profits. The Patagonia Purpose Trust, holding 100% of the voting stocks, is in charge of defining the company’s strategic direction. And the Holdfast Collective, a non-profit, holds 100% of non-voting stocks, aiming to re-invest the brand’s dividends into environmental causes.

Samsung Organizational Structure

samsung-organizational-structure (1)
Samsung has a product-type divisional organizational structure where products determine how resources and business operations are categorized. The main resources around which Samsung’s corporate structure is organized are consumer electronics, IT, and device solutions. In addition, Samsung leadership functions are organized around a few career levels grades, based on experience (assistant, professional, senior professional, and principal professional).

Sony Organizational Structure

sony-organizational-structure
Sony has a matrix organizational structure primarily based on function-based groups and product/business divisions. The structure also incorporates geographical divisions. In 2021, Sony announced the overhauling of its organizational structure, changing its name from Sony Corporation to Sony Group Corporation to better identify itself as the headquarters of the Sony group of companies skewing the company toward product divisions.

Starbucks Organizational Structure

starbucks-organizational-structure
Starbucks follows a matrix organizational structure with a combination of vertical and horizontal structures. It is characterized by multiple, overlapping chains of command and divisions.

Tesla Organizational Structure

tesla-organizational-structure
Tesla is characterized by a functional organizational structure with aspects of a hierarchical structure. Tesla does employ functional centers that cover all business activities, including finance, sales, marketing, technology, engineering, design, and the offices of the CEO and chairperson. Tesla’s headquarters in Austin, Texas, decide the strategic direction of the company, with international operations given little autonomy.

Toyota Organizational Structure

toyota-organizational-structure
Toyota has a divisional organizational structure where business operations are centered around the market, product, and geographic groups. Therefore, Toyota organizes its corporate structure around global hierarchies (most strategic decisions come from Japan’s headquarter), product-based divisions (where the organization is broken down, based on each product line), and geographical divisions (according to the geographical areas under management).

Walmart Organizational Structure

walmart-organizational-structure
Walmart has a hybrid hierarchical-functional organizational structure, otherwise referred to as a matrix structure that combines multiple approaches. On the one hand, Walmart follows a hierarchical structure, where the current CEO Doug McMillon is the only employee without a direct superior, and directives are sent from top-level management. On the other hand, the function-based structure of Walmart is used to categorize employees according to their particular skills and experience.

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