Change Management In Government Agencies

Leaders' overreliance on "DEI programming" is one of the biggest barriers in the way of real progress toward achieving #diversity, #equity, and #inclusion. Do you know where these events came from? The lunch and learns, cultural heritage celebrations, book clubs, and the like? Historically, these were all events put on by volunteer advocates and activists from marginalized communities who had little to no access to formal power and yet were still trying to carve out spaces for themselves in hostile environments. For leaders to hire figureheads to "manage" these volunteer efforts, refuse to resource them, and then take credit for the meager impact made nonetheless is nothing short of exploitation. If your workplace's "DEI Function" is a single director-level employee with an executive assistant who spends all day trying to coax more and more events out of your employee resource groups? I'm sorry to say that you are part of the problem. Effective DEI work is change management, plain and simple. It's cross-functional by necessity, requiring the ongoing exercise of power by executive leadership across all functions, the guidance and follow-through of middle management, the insight of data analysts and communicators, and the energy and momentum of frontline workers. There is no reality where "optional fill-in-the-blank history month celebrations" organized by overworked volunteers, no matter how many or how flashy, can serve as a substitute. If your workplace actually wants to achieve DEI, resource it like you would any other organization-level goal. 🎯 Hire a C-Level executive responsible for it or add the job responsibility to an existing cross-functional executive (e.g., Chief People Officer) 🎯 Give that leader cross-functional authority, mandate, headcount, and resources to work with other executives and managers across the organization on culture, process, policy, and behavior change 🎯 Set expectations with all other leaders that DEI-related outcomes will be included in their evaluation and responsibility (e.g., every department leader is responsible for their employees' belonging scores and culture of respect in their department). 🎯 Encourage responsible boundary-setting and scoping of volunteer engagement, ensuring that if Employee Resource Groups and DEI Councils/Committees want to put on events, it is because they are energized and supported to do so—not because they feel forced to run on fumes because it's the only way any impact will be made. It's long past time for our workplaces' DEI strategies to modernize away from the volunteer exploitation of "DEI programming" toward genuine organizational transformation. What steps will your leaders take to be a part of this future?

🇸🇾🇸🇹🇪🇲🇸 🇹🇭🇮🇳🇰🇮🇳🇬 This was the single biggest learning I took from my years as a #diversity and #inclusion practitioner at Google, thanks to my brilliant former colleague Dr. Myosha M. – who introduced the concept to me. And seeing Harvard Business Review spotlight it this month reminded me just how pivotal it's been in shaping my career. The article makes a clear point: many "innovations" create as many problems as they solve, because they're designed in silos. Plastics made life cheaper and more convenient – and created an ecological nightmare. Ride-sharing expanded access – and gutted livelihoods. Breakthroughs and design thinking alone can't handle wicked problems. That's where systems thinking comes in: zooming out to see interdependencies, ripple effects, and relationships before zooming in to act. And honestly, DEI are the definition of a wicked problem: complex, entwined, yet unresolved despite the best efforts of people with noble interests at heart. Too often, we see linear, surface-level fixes like: ‣ Rolling out #UnconsciousBias training hoping that alone changes culture; ‣ Announcing hiring targets without rethinking criteria nor shifting retention practices; ‣ Celebrating "heritage months" without shifting power or budgets. A systems lens flips that: ‣ Instead of just bias training → embed equity checks and accountability loops into promotion processes, feedback systems, and manager incentives; ‣ Instead of hiring targets → redesign career paths so that minoritised employees stay, grow, and lead; ‣ Instead of one-off cultural celebrations → rewire procurement, governance, and leadership pipelines to shift actual resources and decision-making power. The HBR piece – written by Tima Bansal & Julian Birkinshaw – outlines four moves that resonate deeply with DEI work: 1️⃣ Define a desired future state (equity not as a slogan, but as the organisation's actual vision); 2️⃣ Reframe problems so they resonate across stakeholders (it's not "fixing women" but redesigning systems of overwork, pay, and recognition); 3️⃣ Focus on flows and relationships, not just one-off events (think: sponsorship networks, not just mentoring matchmaking); 4️⃣ Nudge the system forward with experiments (pilots that test structural change, then scale). These may sound abstract at first, but they're actually more grounded and effective than the window-dressing that burns out practitioners and disappoints employees while fuelling anti-DEI rhetoric. Because here's the thing: equity work should never be a side project, something delegated to an amateur, or a PR play. It's inherently a system redesign. And once you see it through that lens, the work gets harder — but also genuinely transformative. 💬 Curious: looking at your own org's DEI efforts, which feel most aligned to #SystemsThinking? ⬇️ Link to the article in comments.

It is expected that leaders take an active and visible role in championing Diversity, Equity, and Inclusion within an organization. This begins with setting a strong example through personal commitment to DEI values—demonstrating behaviors that promote inclusivity, respect, and fairness in all interactions. Leaders are responsible for fostering a culture where diverse perspectives are not only welcomed but also actively sought out and valued. This involves creating a safe and supportive environment where all employees feel empowered to contribute their unique viewpoints and where decisions are made with a conscious effort to consider the impacts on different groups within the organization. Moreover, leaders must ensure that DEI principles are embedded into the organization's core practices, from recruitment and retention to compensation and career development. This means implementing and enforcing equitable policies that eliminate systemic barriers and biases, providing equal opportunities for all employees to grow and succeed. Leaders are also expected to hold themselves and others accountable for meeting DEI goals, regularly reviewing progress, and making necessary adjustments to ensure continuous improvement. #diversity #equity #inclusion

In December 2022, Russian Defence Minister Shoigu inaugurated reform of the armed forces, which included an increase in manpower to 1.5 million and the dissolution of the Western Military District (MD) and the reconstitution of the Moscow and Leningrad MDs in its place. Shoigu also announced the creation of three new motorised divisions, the re-formation of seven mechanised brigades from the Western, Central and Eastern MDs and the Military District of the Northern Fleet into divisions, the creation of two additional airborne divisions, and, in the Russian Navy, the moulding of existing naval infantry brigades into five divisions. He also stressed the need for three new airborne division commands, eight bomber regiments, a fighter regiment, and six Army aviation brigades in the Aerospace Forces. These statements indicated that Russia wanted to increase its capacity to conduct long-term military operations using large ground units. In 2023, according to the Ministry of Defence, it was possible to form two Combined Arms armies, one air corps, and 50 other military units of various levels, including four divisions, 18 brigades, and 28 regiments. The Pacific, Black Sea, and Baltic Fleets were transferred to the direct command of the Navy. In turn, the Air Force and Air Defence Forces ceased to be subordinated to military districts and were placed under the direct command of the Russian Aerospace Forces. In addition, the naval infantry ceased to function under the brigade system, and began according to the division system. It was also important to add a corps-level command to the land army structure, which involved a shift to a four-tier system: 1) military district, 2) army, 3) corps, 4) division. All these measures were intended to improve the existing command and control system and adapt it to the needs of conducting a major conflict in several regions simultaneously. According to data published by Estonian intelligence, the 6th Combined Arms Army will be stationed in the Leningrad MD, the 14th and 44th Army Corps are being formed near the border with Finland, and the 11th Army Corps will operate in the Kaliningrad region. On the other hand, the Moscow MD will be subordinated to the 1st Tank Army and the 20th Combined Arms Army. Changes to the command structure, show that the Russian government has decided to return to the concept of a mass army. This is not only a complete reversal of the army reform initiated in 2009 but also a sign of Russia’s determination to continue military operations in Ukraine and to prepare for a possible conflict with NATO.

Really disappointed to see this in print today, but not surprised. The National Defense Strategy states that Homeland Defense is the #1 priority. Actions have not matched words. You can determine priorities by following the money and actions. You can't deter nor defend from what you can't detect. We have a significant domain awareness problem ... today! Allies and adversaries are watching. Those with an Inside Defense subscription can view via the link at the bottom. I have pasted below this line the wording. AF delays procurement of Homeland Defense Over-the-Horizon Radar to 'future' budget By Jason Sherman / July 3, 2024 at 12:04 PM The Defense Department has scrapped plans to launch the Homeland Defense Over the Horizon Radar program this fiscal year, postponing the projected start to at least fiscal year 2026, delaying plans to improve long-range sensor coverage of the United States and Canada from aircraft, cruise missiles, maneuvering hypersonic weapons and ships. On June 28, the Air Force advised Congress the plan to start the program in FY-24 has changed and proposed shifting $54 million as part of funds appropriated for the sensor project to higher-priority needs. “Funds are available and early to need from the Homeland Defense Over-the- Horizon Radar (HLD-OTHR) program,” states the proposal as part of a $3.3 billion package of reprogramming requests the Pentagon sent Congress on June 28. “The procurement program initiation was delayed from FY-24 to a future year due to an update to the acquisition strategy. As a result, the procurement of transmit and receive array long lead items, initial spares, and site installation will be addressed in a future budget submission. There are no other known program requirements for the funding at this time and no major impacts to the program.” The FY-24 budget request slated installation of a first system in FY-27 and second in FY-28. Moreover, the budget request currently before Congress does not seek any procurement funding for the new radar project. “No FY-25 budget year funding is requested,” the Air Force proposal states, implying the earliest start to the program is FY-26. The fiscal year 2024 budget request included a schedule to complete installation of the first system in FY-27 and second in FY-28; a two-year delay would appear to push the project launch out to the end of the decade. The OTHR program aims to extend the current North Warning Radar network’s surveillance capability by designing, developing, testing and fielding “advanced generation” OTHR systems operating at levels of transmit power and receiver sensitivity “far exceeding current OTHR systems in operation,” the Air Force explained to Congress last year.The new sensor system aims to focus on low-flying air target sets that are typically obscured from conventional-line-of-sight radar systems by the curvature of the earth and thereby permit long-range early detection and response to land or sea targets.

The UK's £48 million investment in Mounted Short Range Air Defence signals a fundamental shift in British Army priorities, and it's about time. After years of capability gaps in ground-based air defence, the Ministry of Defence is finally addressing a critical vulnerability. The new pipeline notice for the Mounted SHORAD Fire Unit assessment phase represents more than just procurement - it's acknowledgment that modern warfare demands layered protection against increasingly diverse aerial threats. What's particularly noteworthy is the scope of threats this system must counter: traditional aircraft and helicopters, but also drones and cruise missiles. This reflects the evolving battlefield reality we've witnessed in Ukraine and other recent conflicts, where unmanned systems have fundamentally changed air defence requirements. The three-and-a-half-year timeline from August 2025 to December 2028 suggests the MOD is taking a methodical approach to platform selection and systems integration. This isn't a rushed capability gap-filler, but a strategic investment in restoring proper air defence doctrine. For industry, the emphasis on SME participation is significant. Defence Equipment and Support is actively encouraging smaller companies to engage, potentially opening doors for innovative solutions that larger primes might overlook. The multi-category approach - covering armoured vehicles, weapons integration, and military vehicle development - suggests opportunities across the supply chain. This investment reflects broader recognition that ground forces operating without adequate air cover are increasingly vulnerable. The British Army is essentially rebuilding a capability that was arguably neglected for too long. #DefenceInnovation #UKDefence

Navigating Change Management with Positive Interventions Engage Employees Early and Often Involve employees in the change process by seeking their input and addressing their concerns. This early engagement fosters a sense of ownership and reduces resistance. According to a study by Prosci, organizations that actively engage employees throughout the change process are six times more likely to achieve their change objectives. Implement Change Champions Networks: Establish a network of change champions—employees across various levels and departments who advocate for the change and provide peer support. These champions can help communicate the benefits of the change, model desired behaviors, and address concerns. Research from McKinsey & Company shows that organizations with change champion networks are 29% more successful in implementing change initiatives. Provide Continuous Learning and Support Offer training, resources, and ongoing support to help employees develop the skills and knowledge needed to navigate the change. This can include workshops, online courses, and access to change management tools. A report by the Association for Talent Development (ATD) found that continuous learning during change processes increases employee adaptability by 35% and accelerates the pace of change adoption. Use Data-Driven Change Monitoring Leverage data analytics to monitor the progress of change initiatives and identify potential roadblocks in real-time. This proactive approach allows you to adjust strategies and provide targeted interventions where needed. According to Gartner, organizations that use data-driven change monitoring reduce implementation time by 20% and improve overall success rates. Foster a Resilient Organizational Culture Cultivate a culture of resilience where change is viewed as an opportunity for growth rather than a threat. This can be achieved by promoting a growth mindset, celebrating small wins during the change process, and recognizing employees who adapt effectively. The Journal of Organizational Behavior highlights that organizations with a resilient culture are 50% more likely to navigate complex changes successfully. #ChangeManagement #Leadership #OrganizationalChange #EmployeeEngagement #PositiveInterventions Prosci. (2021). The Importance of Early Employee Engagement in Change Management. McKinsey & Company. (2020). The Role of Change Champions in Successful Change Initiatives. Association for Talent Development (ATD). (2022). Continuous Learning: A Key to Adaptability in Change Management. Gartner. (2023). Data-Driven Change Monitoring: Enhancing Change Management Success. Journal of Organizational Behavior. (2019). Building a Resilient Culture for Successful Change Management.

People don't resist change; they resist being changed without their input. Effective change management is about involving your team in the process, not just informing them after decisions are made. Here's how to make change a collaborative effort: 1. Communicate Early and Often: Keep everyone in the loop about potential changes and the reasons behind them. 2. Invite Participation: Encourage team members to share their ideas and concerns. 3. Provide Support: Offer resources and training to help your team adapt smoothly. By making your team active participants in change, you transform apprehension into ownership. Together, you can navigate transitions more effectively and strengthen your organization's resilience.

"Our team is resisting the changes we need to make." I hear this constantly from CEOs navigating market uncertainty. But here's what I've learned building and scaling teams from 0 to 10,000+ people: Resistance isn't about the change itself. It's about how it's managed. Think about it: Most of your strategic planning happens in executive meetings. You develop context and conviction over weeks or months. Then you announce it to the organization... and expect immediate buy-in. That's like jumping into chapter 7 of a book and wondering why readers are confused. After 20+ years helping organizations navigate transitions, here are 5 steps for successful change management: 1. Start earlier than you think Getting buy-in takes time. Begin socializing concepts before decisions are final. 2. Create feedback loops Form cross-functional working groups to pressure test ideas. Let people shape the solution and identify challenges. 3. Overcommunicate context Share the why, not just the what. Help people see the full picture you see. 4. Create working groups beyond the C-suite Form small functional focus groups across levels to pressure test ideas and surface blind spots. Recently, a client's product pivot seemed perfect until a working group flagged major engineering implications that had been missed. 5. Map second and third-order effects That "simple" UI change? It might require new engineering capabilities, additional QA resources, and updated customer support training. Surface and map these downstream impacts before executing. Remember: Your people are your competitive advantage. Bring them along thoughtfully. What change management challenges are you facing? Drop a comment - always happy to help think through solutions.

"It's easier to prepare than to repair." Too often, we spend time and energy fixing problems that could have been avoided in the first place. What if, instead, we focused on preventing disengagement, resistance, and confusion before they even surfaced? Prevention is the ultimate change management tool. Here’s how you can stay ahead and set your initiatives up for success: 1. To prevent disengaged employees, involve them in the design. When people feel like co-creators rather than passive recipients of change, they are more invested in the outcome. 2. To prevent misunderstandings, communicate early and often. Frequent, transparent communication builds trust and ensures alignment across all levels of the organization. 3. To prevent resistance, create a shared vision and address concerns before they snowball. When employees understand the "why" behind the change and see its benefits for themselves and the organization, they’re more likely to embrace it. Empathy and active listening go a long way in understanding what truly matters to employees and alleviating fears. 4. To prevent confusion, simplify the journey. Clear roadmaps and step-by-step guidance help everyone navigate change with confidence and clarity. 5. To prevent burnout, prioritize support. Equip leaders and teams with resources, training, and space to adapt without feeling overwhelmed. 6. To prevent skepticism, share early wins. Highlighting quick successes builds credibility and momentum for the broader initiative. 7. To prevent silos, foster collaboration. Break down barriers by involving cross-functional teams in the process from day one. 8. To prevent setbacks, plan for resistance. Identify potential hurdles and prepare strategies to address them before they become obstacles. Proactive steps cost far less—in time, resources, and morale—than trying to "fix" disengagement or resistance later. Change is inevitable, but the chaos that often accompanies it doesn’t have to be. Prevention starts with thoughtful planning and intentional action. ✨ What’s your favorite proactive change tactic? Drop it in the comments below! +++++ Hi there, I'm Pam. I help leaders transform their organizations with less resistance. Need help? Send me a DM. Marmon Consulting #changemanagement #communication #management #leadership #projectmanagement