The People-Related Aspects of Transformation

For federal agencies to become more agile and responsive to mission needs, enterprise-wide change is often required. To support this transformation, LMI devised a change management model to assess an agency’s operating environment, identify priorities, and furnish strategies that facilitate effective adoption. With appreciation for the fact that change does not manifest as linear progression, this multidimensional framework enables us to take a holistic view. In turn, federal leaders are positioned to drive change, engage stakeholders, consider organizational culture, mitigate resistance and risk, and minimize productivity losses. Using the model, LMI can assess how distinct organizational components may react to or be affected by change, allowing time to identify issues and recommend actions, such as training initiatives, to ensure a smooth transition.

Our Approach: The Six C’s

Our model accounts for six dimensions essential to effective transformation: commitment, culture, capacity, capability, co-creation, and communication. Understanding these elements is critical to assess change readiness, identify opportunities and risks, and inform roadmap creation. For each dimension, corresponding actions—facilitated by distinct skills, tools, and technologies—may be recommended and implemented to achieve desired outcomes in support of transformation.

To help meet clients where they are in their transformation journey and concentrate on their most immediate priorities, LMI developed the Change Readiness Assessment (CRA), a proprietary diagnostic tool based on our framework. The CRA collects data from the organization via survey and results are analyzed in Tableau to inform a strategic change plan. Together, the model and CRA can advance an organization’s maturity efforts and employ a new, robust approach that engages all stakeholders in creative, accessible ways.

Meaningful Results


Enabling NASA’s Human Capital Transformation 

Working with the Office of the Chief Human Capital Officer, LMI led NASA’s human capital transformation as it moved from a decentralized operating model to one functionally aligned and centrally managed. As part of LMI’s program management, change management, and strategic communications support, we designed and launched a change network, supervisor group, and branding team consisting of employees from each NASA center to share best practices, enable change leadership, and improve customer experience.

More About This Project

Enhancing Soldiers’ Learning and Career Development

LMI furnished change management and program communications support to the Army Career Program 32 (CP-32). LMI analyzed the impact on workload and policy, with corresponding recommendations to achieve proposed program enhancements. These included policy changes to execute the career development program in accordance with the American National Standards Institute. LMI documented and helped implement the changes to structure, accreditation, and objectives. LMI also designed a comprehensive communications plan for the CP-32 workforce. In addition, we developed and published the CP-32 Employee Handbook as a comprehensive reference guide as well as other articles and materials on the certificate training, mentorship, and personnel certification programs.

Supporting More Efficient U.S. Army Enlistment Processes

LMI supported implementation of the Army Accessions Information Environment, which fosters access and movement of applicant information across components to streamline the enlistment process. On behalf of the U.S. Army Training and Doctrine Command, LMI authored a survey and conducted a workshop to develop an OCM plan. This plan outlined tasks, responsibilities, and milestones for all stakeholders. These activities also helped identify areas for targeted training and organizational change initiatives.

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