Marg Business Transformation

Marg Business Transformation

Why Invest In Enterprise Change Capability

Why Invest In Enterprise Change Capability

In my role at Prosci, I have the privilege of working with senior executive teams across different sectors and geographies. Even before the pandemic changed the way we work and live, the dialog had begun shifting to conversations about extraordinary levels of change in their organizations. There has never been a better time to build enterprise change capability and benefit from the investment.


In the years leading up to the pandemic, organizations were already grappling with accelerating rates and increasing volumes of change. I often heard comments like, “We’ve got more change coming in the next three years than we’ve experienced in the last 20,” and “Our future depends on the success of the transformation efforts.” Once COVID-19 disrupted our world, such conversations became the norm, except with more urgency.

Some organizations are quickly realizing and acting on the need to ramp up their change management efforts. But when I ask some leaders what approach they use to address the people side of their most important changes, I get a variety of reactions, from blank stares to multiple requests to rephrase the question. The need to establish a robust change capability in organizations still lives in some leaders’ blind spots.

The high price of low user adoption

Correlation of change management effectiveness with meeting objectives_11e

We all know that value comes not from what gets built, but from what gets used. But I’ve seen multi-million-dollar projects get totally scrapped because of a lack of user adoption. And it’s not an isolated issue. I’ve seen it happen in telecom, healthcare, higher education, utilities, consumer products, travel, insurance, retail, and other sectors.

At Prosci, we coach clients that these “glorious belly flops” are only real mistakes if they fail to harvest lessons from them. We’ve been hearing “fail fast and fail forward” for many years, but most big organizations don’t have a culture that supports this kind of thinking. Instead, many companies spend more time on finding who they’ll blame if things don’t work and not nearly enough time ensuring that impacted employees are able to adopt the new change they’re trying to make.

On the bright side, the risks and trade-offs associated with not building organizational change capabilities are fast becoming a C-suite discussion topic. One of our multi-billion-dollar global clients even gave us feedback that their board identified change adoption as a top enterprise risk.

The growing demand for change management

I believe organizations are forced to pay for change management whether they know it or not. It’s much easier and more prudent to pay a small dose proactively and with some intention than to pay a multiplier downstream to clean up a mess. Through the numerous failed changes that organizations have experienced, they are starting to view change management less as an optional, “nice to have if time permits” approach and more of a “must-have step on the critical path to value realization.”

We’re seeing leaders grasp the understanding that the adoption of new ideas doesn’t happen by accident—and it takes intention and investment to achieve the desired outcomes. It’s getting easier for leaders to make the case that big project budgets need to include a dedicated investment in change management activities. One of my favorite quotes comes from a CFO who said, “We need to start investing at least as much in change management as we are willing to put into contingency budgets.”


What does it mean to build a change-capable organization? Here are a handful of tips for anyone brave enough to tackle the task of growing organizational change capability.

1. Building organizational change capability requires a sponsor

I’m not talking about a nebulous group of leaders spread across the top of the organization. Instead, I’m talking about a single, named individual with the combination of authority, influence, and courage to address the need to improve the benefits realized from organizational changes. Selecting the right executive sponsor makes all the difference in the journey toward building an organizational change capability. This interview with an executive sponsor at Bose explores some of their challenges and opportunities around building change capability.

2. Select your first change initiatives or projects wisely

Many of our clients insist that they need to start with multi-year transformation efforts to demonstrate the effectiveness of a structured change management approach. While these big transformations are often attractive targets, they can pose real challenges. If it takes three years to demonstrate the results change management can deliver, many organizations will have already forgotten about it by the time you get the data. I’d encourage you to look for highly visible projects that provide an opportunity to put wins on the board in the first 100 days of engagement. Read here about how a Danish global transport and logistics company began building change capability with two pilot projects.

3. No senior leadership team is looking for training in change management

It’s essential to engage senior leadership to play the role of sponsors, but if you frame this as a need for change management training, you may be dead on arrival. Instead of positioning training as a key need for senior leaders, I recommend framing change management as nothing more than an accelerator of business outcomes. In lieu of engaging senior executives in a training program, find an opportunity when senior leaders are already meeting virtually or in person and embed a Change Management Sponsor Briefing as a working session focused on accelerating the outcomes of existing projects they’re sponsoring.

4. Clarify the role of your leadership

Research consistently shows that sponsors are the number one driver of change success. Research also shows that sponsors need a crisper understanding of their role in times of change. Interestingly, sponsors can have the curse of knowledge when it comes to change details. They hear about, think about, plan for and discuss changes for weeks, months, quarters, and even years before the organization hears about it. Worse, sponsors can think that hundreds or thousands of impacted employees will instantly embrace the sponsor’s viewpoint on the heels of a single email announcement.


Source: Best Practices in Change Management – 11th Edition

Building awareness of why change is necessary, championing the change, and demonstrating active and visible support throughout the change are all steps that leaders can take to drive the adoption and reinforcement of change. But many don’t have an adequate understanding of what good sponsorship looks like. Watch “How to Enlist, Engage and Empower Your Sponsors” for sharable insights.


Change is no longer an episodic event, sequenced in a manner that organizations can absorb. Instead, change is a constant that’s here to stay, and the only way for organizations to thrive in times of change is to build a change capability. Senior executives are starting to realize that the ability to out-change the competition is the way to win in competitive markets.

What steps is your organization taking to build a robust change capability?

This article is originally published on Prosci.

MARG is a leading Training & Consulting firm with over 200+ clients and more than 150,000 trained professionals. MARG is the only authorized affiliate of Prosci Inc. in India. For more information contact a MARG learning partner at [email protected].

Sudeshna Roy Basu

Co-Founder & CEO

Industry Experience: Held positions in Strategic Finance and Business Finance (F&A) at Intel, Bangalore, and Glaxo SmithKline, Gurgaon; Chartered Accountant from Kolkata Spearheaded the formation and set up of Marg as a training and consulting organization since 2007. Marg team delivers training and consulting in the areas of soft skills, Finance, and MS Office across all levels of management. Her present responsibilities in Marg include formulating and implementing strategic goals and objectives, Marketing, Business Development, Finance, and HR. Currently, Marg Business Transformation is the authorized affiliate of Prosci Inc (world leaders in Change Management) in the Indian subcontinent. Marg provides change management certification, enterprise training, and advisory services in the field of change management. Emergenetics and Human Synergistics are also couples of global offerings which have been added to the portfolio. Under severe competition, cost challenges, economic scenarios, and pandemics she has enabled Marg to get a niche share in the training market in India ably managing a team of highly professional and experienced trainers and a fast-paced business development team. She is also responsible for future market expansion and getting Marg to the trajectory of growth. Her experience in business finance (management accounting ) roles (at Intel and Glaxo SmithKline) was mainly around annual planning of business, product and promotion strategies, ownership of the brand and product PnL, product launches, pricing, leading short-term and long-term revenue/margin analysis by product/brands/customers, establishing controls frame for sales and marketing groups, transitioning finance roles from other geographies to India, driving decisions of greenfield sites which formed the basis of taking up the challenge to start up an organization.

Jemimma Flora

Head Operations

Hey 👋 I am Flora, Head - of Operations at Marg. Marg found me 6 years ago and the journey still continues to engage and bring the best out of me. I resonate and connect with the Marg values of Integrity, building a fun workplace, and enabling a great learner experience. Leaders at Marg believe and strive to make our workplace engaging, a culture of continuous learning, and enabling everyone to be great leaders at work. I am a big foodie, an avid traveler, and love spending time with loved ones over a good meal or some intense board games. I am passionate about the people I work with and constantly finding ways to tap into their strengths and work on opportunities - enabling holistic people development and a great workplace.

Bharathi R

Training Enablement Manager

Hello 👋🏼, I am Bharathi, Training Enablement Manager at Marg. After having spent 10+ years in various departments across the Banking industry, I am now part of the operations team. What I enjoy the most in Marg is that we strive to do better each day. We capitalize on our team’s strength and put the experience of our clients at the forefront. 

When am not working, you will find me spending time with my close ones either traveling or watching a movie. I am a yoga freak and do my best to volunteer for various causes whenever I get an opportunity.

Usha Salian

Business Development Manager

Usha comes from a background of business development, sales, and strategic management over 10+ years. Starting out her career in the insurance space, Usha progressed towards business development in the B2B events space and has handled projects across India, Dubai, Saudi Arabia, Qatar, Kuwait, Bahrain, Kenya, South Africa, and the APAC region.

With us for over a year, she now aims to make an impact in the corporate development space, changing the way organizations function through handling our flagship Prosci Change Management. In her own words, she says “Working with Marg has been a fantastic and pleasant experience, were

management doesn’t hesitate to trust you with bigger responsibilities and encourages you to grow always.”  

Leading by example, Usha has remained at the top of most performance indicators within every organization she has worked, from sales generated to metrics of effort such as highest outreach, call

time, or quickest conversions. She is an ardent believer in work-life balance and has showcased equal

attention to other areas of her life, such as fitness, holistic living, and maintaining a positive lifestyle.

The quote, “Hard work beats talent” doesn’t mean a lack of talent in her case, but attributes to her quality of being relentless, when given a task to perform, or target to achieve. Hence if it’s one quality, among many that shine from her, it’s simply her undying work ethic. In her spare time, she engages in Drama and Theatre

K Krishnamurthy [Krish]

Head MARG Consulting

With over 25 years of experience in the industry (Operations, Private Equity, Consulting, and Corporate finance), Krish leads Consulting at Marg.

His focus on Change management has helped many clients develop Change Capability, deliver complex projects, as well as support leadership development in that area. He holds an Experienced Practitioner qualification from Prosci and is also a Prosci Advanced Instructor. He is also a Certified Change Management Professional™, a sought-after Change Management credential, issued by ACMP.

Krish is also an Accredited Practitioner of Emergenetics – a research-based profiling instrument that addresses thinking and behavior styles. His experience in application of this tool is in supporting Leadership [individuals as well as teams] in self-awareness and subsequent coaching.

Lastly, with Marg developing solutions for organizations to address Culture, Krish is an Accredited Practitioner of Human Synergistics assessments that help develop and deliver changes to Organizational Culture, Effectiveness, as well as Leadership behaviors and impact.

He leverages his leadership experience across Indian and global organizations to help deliver results in these areas. His industry experience (has headed Business Lines, as well as Operations, Finance, and HR) has helped him in devising 'Practical' solutions suited to companies of various industries. His prime areas of expertise include Change Management, Culture Change, and Leaders/Leadership Teams Development (Senior Management).