Approach to Change Management
Carolyn approaches Change Management with a clear belief: every initiative—whether a new technology platform, revised SOPs, or updated organizational policies—must be viewed through a holistic change lens.
She begins by evaluating change from a macro perspective, identifying what people, processes, and systems are involved, and what is truly required for a rollout that is both efficient and cost‑effective.
Her methodology blends communication strategy, stakeholder alignment, and targeted skill development. Sometimes the most effective solution is clear, timely communication; other times, the change requires well‑designed learning experiences to build confidence and competence.
Carolyn is highly skilled at diagnosing the right level of training support, ensuring organizations never over‑invest in formal programs when practical alternatives will achieve the same outcome.
When formal training is required, she brings deep expertise across eLearning, ILT, VILT, microlearning, and blended solutions—selecting the format that best aligns with the audience, the complexity of the change, and the organization’s culture.
Carolyn's work is grounded in John Kotter’s principles, ensuring that both the head and the heart understand the “why” behind the change. This thoughtful, people‑centered approach has enabled Carolyn to lead highly successful change initiatives across global organizations.
Change Management Project: Arthrex
THE NEED
In 2025, Arthrex moved their HRIS system to SuccessFactors for approximately 7,000+ employees. Carolyn was brought into the Change Management Department to advise on developing SOPs to establish best-practices when utilizing the new program, and informational training videos for employees on the new system. An extensive roll-out plan was constructed that aligned with the IT Department’s timeline to ensure a smooth adoption process in conjunction with development of supporting deliverables.
DELIVERABLE
A extensive catalog of training videos were produced, along with SOPs for the HR Department. An internal marketing program to communicate change was also developed.
PROCESS
Carolyn contributed to various meetings as part of the Change Management Department, and advised on best practices related to HRIS deployment. She also advised on best communication practices to employees to ensure a successful transition.
RESULTS
Leadership confirmed the training videos, SOPs, and marketing effort created a transparent process for employees and resulted in positive adoption.