HOLD ITems

Case Study

Driving Change Adoption for Global Learning Development at Merck

Client Background
‍Global Learning Development (GLD) at Merck is a team of approximately 250 professionals responsible for supporting the learning needs of business units worldwide. Their vision is to strengthen human capital through innovative learning solutions that drive business impact and deliver high-quality experiences to Merck’s 70,000+ employees.

‍Challenge
‍For 2024, GLD identified four strategic priorities aimed at improving operational efficiency and modernizing their ways of working. These priorities required significant process changes affecting all 250+ GLD staff members and the business units they support.

To execute these priorities, GLD established multiple workstreams, each consisting of 5–10 team members and led by an executive sponsor. The work was structured to unfold over the course of the year, with some initiatives extending into 2025. However, GLD lacked a structured approach to managing the change associated with these process improvements and needed a clear strategy to drive adoption across the division.

‍Solution
‍CMGT was engaged to provide change management and strategic communication support for these workstreams. Our approach included:

Client Background

Global Learning Development (GLD) at Merck is a team of approximately 250 professionals responsible for supporting the learning needs of business units worldwide. Their vision is to strengthen human capital through innovative learning solutions that drive business impact and deliver high-quality experiences to Merck’s 70,000+ employees.

Challenge

For 2024, GLD identified four strategic priorities aimed at improving operational efficiency and modernizing their ways of working. These priorities required significant process changes affecting all 250+ GLD staff members and the business units they support.

To execute these priorities, GLD established multiple workstreams, each consisting of 5–10 team members and led by an executive sponsor. The work was structured to unfold over the course of the year, with some initiatives extending into 2025. However, GLD lacked a structured approach to managing the change associated with these process improvements and needed a clear strategy to drive adoption across the division.

Solution

Building Change Management Awareness: We conducted a Change Management Roadshow to introduce the fundamentals of change management and how it applied to each workstream’s success. Then, we defined CMGT’s role in supporting the teams and introduced key change management tools, including:
Defining the Scope of Work: CMGT developed a detailed scope outlining each priority workstream, its purpose, current challenges, risks, and unknowns. Our team recommended a structured approach for change management and estimated the level of effort required for each workstream.
- Definition of success
- Stakeholder identification
- Stakeholder impact analysis
Implementing Change Management Support: Our team facilitated structured sessions with each workstream to complete success definitions, stakeholder analyses, and impact assessments. CMGT provided ongoing advisory support as workstreams progressed at different paces throughout the year.
Targeted Support for Critical Workstream: Learning Project Intake Process
One of the most critical and complex workstreams focused on revising how GLD handled the intake of learning projects. CMGT worked closely with this team to:
‍
- Develop a four-month change management and communications plan with over 20 touchpoints.
- Create a structured timeline for implementation in collaboration with the workstream team.
- Partner with the workstream and executive sponsor to execute the plan, which included:

- Executive leadership alignment: Presented the process improvement and implementation plan for review, feedback and alignment.
- Manager engagement: Met with people leaders to ensure they understood the changes and could champion them within their teams.
- Organization-wide communication: Delivered webinars to introduce the new process improvements to the entire GLD division.
- Feedback collection: Administered surveys after each webinar to assess understanding and readiness to adopt the changes.
- Ongoing support: Hosted weekly Coffee & Learn sessions to provide additional guidance, answer questions, and encourage open dialogue.

Execution

Results

Both process improvement webinars and Coffee & Learn sessions had an average attendance of one-third of GLD staff, despite being voluntary. 75% of attendees reported feeling prepared to implement the new process, citing that it was well-explained, and they understood the rationale behind the changes. 90% of people leaders said they clearly understood their role in sponsoring the process improvements and leading their teams through adoption. The GLD executive leadership team has reiterated its commitment to enhancing change management practices and ensuring ongoing support for future initiatives.CMGT continues to support GLD’s 2025 priority workstreams, which include both new initiatives and workstreams carried over from 2024.

Case Study

U.S. Merit Systems Protection Board (MSPB) Modernization

Challenge

The U.S. Merit Systems Protection Board (MSPB) faced a critical backlog of over 3,600 cases after years of board vacancies. Their decade-old case adjudication systems, unsupported and outdated, required a comprehensive overhaul. With an average of 6,000 external appellants annually, the impact of the modernization effort was substantial. CMGT was brought in to provide strategic change management and communication solutions to support this transition.

Solution

CMGT executed a multi-phased change management strategy:Assessment & Planning: CMGT conducted in-depth stakeholder interviews and analyses, identifying key concerns, resistance points, and champions within the organization. This led to the development of a comprehensive change management plan, including tailored communication strategies and training plans.Leadership Alignment: Using the McKinsey 7-S Model and Kotter’s 8 Steps for Leading Change, CMGT built a guiding coalition within MSPB’s leadership. This ensured alignment on the vision for the new system, dubbed e-Appeal, and created a shared commitment to driving the initiative forward.User Engagement & Training: The Prosci ADKAR Model was employed to build awareness and desire for the change among the broader user base. CMGT developed and implemented training programs to equip internal users with the necessary skills to navigate the new system effectively.

Execution

CMGT established a change management working group within MSPB to facilitate weekly updates, feedback sessions, and risk assessments. This collaborative approach ensured transparency, fostered trust, and maintained momentum throughout the project. Key deliverables included executive communications support, system branding, and training development.

Results

Eight months post-deployment, the e-Appeal system successfully consolidated all legacy systems, significantly reducing the case backlog by over 70%. The new system supports over 190 internal and 11,500 external users, with high engagement on the informational hubs. Ninety-five percent of the agency’s legal staff completed the training, with feedback indicating high effectiveness. MSPB leadership has recognized CMGT’s pivotal role in the success of this modernization effort, underscoring the value of strategic change management in IT transformation projects.

Case Study

Empowering the Administrative Systems Office (ASO) with Strategic Communications and Change Management

Client Background

The Administrative Systems Office (ASO), a key division within the Administrative Office of the U.S. Courts, manages three portfolios of systems that support over 400 federal courts and more than 30,000 Judiciary employees. After extensive system development and modernization efforts, ASO recognized the need to strengthen its Project Management Branch (PMO) by introducing a formal change management and strategic communications framework to support these efforts.

Challenge

In the midst of evolving systems and modernization initiatives, ASO needed a change management strategy that could seamlessly integrate with its three system portfolios. This required a detailed approach to defining future business processes and organizational designs to ensure internal resources were aligned with transformation objectives. Without a clear framework in place, there was a risk of stakeholder misalignment and inefficient project execution.

Solution

CMGT, led by founder Angie Sanders, partnered with ASO to develop and implement a comprehensive change management and strategic communications plan. Working closely with ASO's strategic communications analyst and deputy branch chief, CMGT facilitated leadership alignment, stakeholder engagement, and internal communication strategies.Using proven change management models, CMGT’s strategy focused on:

Defining the future state of ASO’s operations.
Aligning leadership and engaging stakeholders across all three portfolios.
Designing training plans to ensure smooth adoption of new processes and systems.

Execution

CMGT’s responsibilities extended beyond planning—they also provided project and contract management services, monitoring the work of contractor personnel and serving as the primary liaison between ASO and the contracting team. They used tools like Jira to provide real-time progress updates and developed digital communication platforms such as WordPress websites, Microsoft Teams webinars, and GovDelivery newsletters to enhance internal engagement.

Results

Through CMGT's support, ASO successfully integrated a robust change management team into its IT modernization projects, significantly enhancing its ability to manage change across its nationwide operations. Recognizing the value this team brought, ASO expanded both its federal and contracting staff to ensure sustained alignment with end-users and stakeholders.

This partnership highlights how strategic change management can play a critical role in the successful adoption of technological advancements, driving operational efficiency and effectiveness within the Judiciary’s extensive system.

Past Performance

Transforming the U.S. Merit Systems Protection Board for Effective Organizational Change Management

Client Background

One of the largest investor-owned utilities in the United States, serving millions of customers with electricity and natural gas. The company operates across a vast and diverse geographic region, managing critical infrastructure to ensure reliable energy distribution.

The Office of the CIO (OCIO), comprising over 1,500 employees, is responsible for key functions such as vegetation management and IT support, which ensures customer engagement, supports employees, and lays the foundation for service delivery.After a history of leadership changes and failed transformation efforts aimed at improving how the staff of the OCIO works with each other and serves their customers, the OCIO now had a new CIO to drive transformation efforts.

Challenge

The OCIO faced ongoing issues due to inconsistent leadership and previous failed transformation efforts, resulting in challenges such as:

A lack of cohesive communication and alignment within the team.
Inefficiencies in operational processes.
Resistance to change across the organization.
Difficulty aligning transformation goals with the company’s True North Strategy.

The overall end goal was to develop a Transformation Office that included members of the OCIO staff and external consultants who would work together to achieve the following:

Align more closely with the company's True North Strategy.
Improve operational efficiency.
Deliver superior customer and employee experiences.
Enhance risk resilience and preparedness.
Foster agility and innovation within the organization.

Solution

CMGT participated as part of a team of consultants during the first phase of the OCIO's transformation project. Key services and deliverables included:

Conducting 55 Interviews: CMGT interviewed members of the OCIO executive leadership team, direct reports, principals, business partners, and board members to identify strengths, areas for improvement, and key business challenges.
Facilitating Transformation Workshops: CMGT led three onsite transformation workshops with the OCIO executive leadership team to set the strategic planning process, define the transformation mission and vision, develop an action plan addressing transformation goals and objectives, and establish a schedule for progress reviews.
Executive Coaching: CMGT provided coaching to the executive leadership team on how to communicate and champion transformation efforts across the OCIO.
Change Management Approach: Using Prosci’s ADKAR model, CMGT established a change management approach, including preparing for, managing, and sustaining change efforts.
Comprehensive Change Management and Communications Plan: CMGT developed a comprehensive plan to support the OCIO through the development of the transformation management office and beyond, addressing needs at the CIO, executive leadership, and transformation management office levels.

Results

Clear and Cohesive Communication: CMGT’s efforts helped the OCIO develop a clear and cohesive communication plan, addressing previous inconsistencies.
Improved Stakeholder Engagement: Structured change management efforts led to more engaged and supportive stakeholders.
Proactive Approach to Change: The OCIO shifted from a reactive to a proactive approach to change management.
Increased Employee Receptivity: Employees became more receptive to organizational changes, as demonstrated by increased participation in discussions and training sessions.
Enhanced Employee Engagement: Leadership recognized the improved communication strategy as a key factor in driving employee engagement as the transformation management office was developed.

Case Study

Streamlining Virtual Machine Provisioning and Release Management at Wells Fargo’s Chief Technology Office

Challenge

The Wells Fargo CTO sought to modernize and streamline the process for requesting virtual machines (VMs) by consolidating multiple systems and methods into a single platform within ServiceNow. This initiative, VM in a Day, aimed to reduce VM provisioning time from months to hours, aligning with the company’s broader effort to modernize platforms, scale operations, and drive innovation.

At the same time, the CTO was establishing a Compute Automation Release Team to manage technology releases across the office. This new team needed governance frameworks to:

Ensure developers and project managers followed standardized testing and documentation protocols before moving code to production.
Define their own role in the release management process, including responsibilities and approval workflows from request to production.

Solution

CMGT was engaged to support the CTO in two key areas:
‍
1. Driving Adoption of VM in a Day:

CMGT developed clear, accessible instruction guides and FAQs tailored to different user groups and published them on Confluence.
Our team facilitated stakeholder engagement by coordinating weekly office hours, where product managers and lead developers addressed user questions.
The team maintained an iterative communication process, updating FAQs based on common questions raised during office hours.

2. Establishing Governance for the Compute Automation Release Team:

CMGT created a comprehensive governance framework outlining the release process, from submission in ServiceNow to approval by the Change Advisory Board (CAB).
The team developed standardized documentation requirements, including user acceptance testing (UAT) guidelines for developers and project managers.
Our team mapped out step-by-step workflows to ensure consistency and accountability in the release process.

Results

VM in a Day Successfully Launched: The new ServiceNow-based request process was adopted across multiple offices, with Confluence serving as a centralized knowledge base for ordering instructions and FAQs. Weekly office hours saw an average attendance of 75 stakeholders, improving awareness and adoption of the new process. The iterative FAQ updates ensured users had the latest, most relevant information.
Release Governance Implemented and Operational: The newly established Compute Automation Release Team had a clear governance structure for managing releases within the CTO. Developers and project managers followed a standardized process for submitting release requests and required documentation. The CTO had a defined workflow ensuring each release moved smoothly from request to approval to production.