A few years ago, during a transformation review with a large Indian enterprise, the conversation took an unexpected turn.The project had gone live. Timelines were met. Budgets were largely intact. And yet, the business head paused and said something that stayed with us:
“On paper, this looks successful. On the ground, it doesn’t feel that way.”
That gap—between delivery and real business impact - is where Change Management either proves its value or exposes its absence.
At Marg Business Transformation, we’ve seen this pattern repeat across industries. Organisations don’t struggle because they lack strategy or intent. They struggle because the Change Management Approach they rely on is often informal, inconsistent, or introduced too late.
In the Indian context, change is rarely resisted openly. People comply. They attend training. They log into new systems.
But compliance is not adoption.
In our work across manufacturing, IT services, GCCs, and shared services environments, the same signals show up repeatedly:
Global research supports this lived reality. Prosci’s benchmarking consistently shows that initiatives backed by structured Change Management are several times more likely to meet business objectives. What’s less discussed is why that structure matters so much.
The strength of the Prosci methodology lies in its practicality. It doesn’t treat change as an organisational announcement. It treats it as a series of individual transitions that need to be understood, supported, and measured.
Instead of asking, “Have we rolled this out?”, the Prosci Change Management Approach forces a different set of questions: