Hi, I’m Andy, a Change Leadership Consultant based in Montreal, originally from France, now helping organizations across Canada and beyond to turn transformation into a lasting success.

For over 12 years, I’ve worked with executives, HR leaders, and transformation teams to strengthen their change maturity, the mindset, capability, and culture needed to lead change effectively.

Many organizations struggle with transformation because people, culture, and leadership aren’t ready and lack capability for it. 

That’s where I come in.

Here’s what I do:

→ Design tailored change strategies and transformation roadmaps.
→ Coach leaders and sponsors to drive change with confidence.
→ Assess impact, resistance, and risk to ensure smooth transitions.
→ Build internal change capability through hands-on training.
→ Drive clear, 360° communication across all levels, using existing channels effectively.
→ Measure engagement, readiness, and behaviors to demonstrate ROI and lasting impact.

At Elevation Groupe Conseil, my goal is simple: make change your competitive edge.

If you’re ready to make your change initiatives stick, let’s connect.

Send me a DM or email me at andy.lauret@elevationgc.ca

Andy ⬆️

Everyone wants transformation to go faster.

Almost no one counts the damage speed creates.

I’ve seen rushed transformations burn teams, miss decisions, 
and stall adoption months later.

I’ve felt that pressure too.

“Go faster” sounds productive.

Until energy drops and shortcuts multiply.

Speed without clarity isn’t progress.
Speed without capacity creates workarounds.
Forced pace looks efficient, but it quietly sabotages outcomes.

Real acceleration comes from alignment, not pressure.

What’s one change you slowed down to move faster later?

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from the change frontline.

Andy Lauret ⬆️

Change management partner | Building Change-ready Organizations by helping People-First leaders and employees | Founder @Elevation Groupe Conseil

Change management does not need a seat at the table.
It needs its own table.

For years, change has been treated like support work.

Brought in after decisions are made.

Asked to help people “align” once the hard parts are over.

That is not change management.
That is damage control.

Change work shapes the decision, not the announcement.
- It challenges timelines.
- It questions readiness.
- It slows things down when speed would break trust.

If change leaders only react, they will always be ignored.
If they only facilitate, they will never influence.

Owning the table means saying no.

It means pushing back on leaders who want buy in without ownership.

It means being accountable for outcomes, not just adoption plans.

P.S. Is change invited early or only when things start breaking?

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from the change frontline.

Leaders accidentally kill engagement.

They broadcast instead of dialogue.
Present instead of co-create.
Celebrate go-live instead of measuring what sticks.

Here’s the truth:
Engagement is not about making people excited.
It’s about making them feel involved, equipped, and heard.

This framework shows:
→ The 5 things that kill engagement (even when leaders mean well)
→ Why each shift matters

One column builds compliance.
The other builds ownership.

Same intentions but very different outcomes.

Worth asking: which one are you designing?

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People support what they help shape.

Consultation creates compliance.
Co-creation creates care.

One informs people.
The other gives them authorship.

Change doesn’t need more direction.
It needs shared ownership.

And you, are you designing for control...
or for commitment?

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Saying ‘I support this change initiative’ is not leadership. 

It’s distance.

Support without visibility is abandonment.

It tells teams the work matters, but not enough for leadership time.

Change does not need cheerleaders.
It needs sponsors who are willing to be seen and challenged.

Here’s what sponsorship actually looks like:

1/ Publicly own the change.
Say “I am accountable for this” instead of “I support this.”

2/ Show up where the tension is.
Join the meetings where people disagree.

3/ Repeat the message often.
If you are tired of saying it, people are just starting to hear it.

4/ Make one visible decision early.
Cut a process, fund a priority or stop an old habit.

5/ Protect the work publicly.
When resistance shows up, address it out loud.

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Same goal, different approaches.

And… it’s OK!

Company A: top-down, directive driven.
Company B: co-created, Participative-driven.

We often search for *the* right way to lead change.

Truth is: there isn't one!

Both succeeded, because their strategies fit their culture, pace, and people.

The danger? Forcing a framework that doesn’t fit your DNA.

Yes my preference goes for a more co-created path… 
but different doesn’t mean wrong!

Context is king.

Custom beats copy.

And you, what’s the boldest change path you’ve seen work?

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from the change frontline.

For a long time, I thought leading change required authority.

A role, title or mandate.

Then I watched most change actually happen.
It didn’t come from the people with the biggest say.
It came from the ones who stepped in early.

The ones who noticed friction and removed it.
Who helped others make sense of what was shifting.
Who stayed calm when things got uncomfortable.

They didn’t “drive” change, they made it easier to move.

What I’ve learned is this:

Influence doesn’t come from position.

It comes from usefulness, trust, and timing.

– When you create value under pressure, people listen.
– When you follow through, people rely on you.
– When you model the change before it’s popular, people follow.

That’s how change gets led long before it’s approved.

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How to Lead Change Without Authority

Kotter 8-step Framework was meant to guide, not dictate.

It’s not the framework that fails.

It’s how rigidly we apply it.
The problem is using a copy-paste approach to a personalized challenge.

Kotter’s 8 Steps?
Still one of the best frameworks out there.
If you treat it as a compass not a checklist.
Change isn’t linear.

Sometimes urgency comes later.

Sometimes coalitions form mid-flight.

And sometimes empowerment needs to start before the vision is clear.
You can adapt the order.

You can tailor the approach.

But you can’t ignore the conditions.

Frameworks don’t fail.
Misusing them does.

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You didn’t lose value when the project failed.
You lost it when people stopped using it.

On time.
On budget.
Zero value...

Not because of resistance.
But because adoption was assumed, not managed.

Every hour of low adoption is a hidden cost.
And it adds up faster than you think.

Delivery is an event.
Adoption is the investment.

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cost of low adoption

Helping People Speak with Impact & Grow Their Personality | Writer | Building a 30K+ Creator Community Worldwide.

Hey, I'm Lokeshh Challanii

I share real experiences from my CMA journey till now to help students move forward with clarity and confidence.

I focus on:

- Helping CMA Inter & Final students clear their exams.
- Helping CMA Inter students secure the best internship opportunities.
- Sharing practical insights from my journey till now which students usually learn the hard way.

I believe growth becomes easier when experiences are shared honestly and consistently.

If you’re a CMA student figuring out exams, internships, or your next step, you’re in the right place.

📩 Reach out at: lokeshhchallanii@gmail.com

Lokesh Kumar R

It does not matter how slowly you go, as long as you do not stop.

This line perfectly defines the CMA journey.

Some clear in one attempt.
Some take a little longer.
Some face breaks, failures, self-doubt, and exhaustion in between.

But none of that defines you.

What defines you is showing up again.
Opening the book once more.
Solving one more question.
Revising one more chapter.

CMA is not a race against others.
It’s a commitment to yourself.

Even slow progress counts.
Even one productive hour counts.
Even restarting after a setback counts.

Just don’t stop.

Because the day you qualify, no one will ask how long it took.
They will only see the three letters after your name.
Keep going.

#CMA #ICMAI

MBA | CMA Finalist ( G4 Cleared ) | Learning Every Day and Sharing Every Step.

There was a client for whom I worked on a management consulting assignment.

The objective was to prepare SOPs for their key management operations like P2P, R2R, Treasury, and more.

I was part of the team, and I took up R2R.

At first glance, it sounded simple.
But in reality, this assignment demanded a very different kind of discipline.

The first and most important step was listening.
Listening patiently while the process owners explained how things actually work, not how they are supposed to work.

No interruptions.
No assumptions.

Just listening.

The second step was documentation.
Writing down the process exactly as it exists today, in clear and structured language.

Once the process was documented, the real work began.

I had to prepare the SOP in a way that clearly captured:

The process flow
The existing controls
The control gaps
And practical recommendations to strengthen the process

Every word mattered.
The SOP had to be simple enough for execution, yet strong enough for control.

This assignment made me realise something important.

Consulting isn’t about talking the most.
It’s about listening deeply, thinking clearly, and writing precisely.

This activity demanded three core skills from me:

Listening
Writing
Speaking

And honestly, it was one of those assignments that quietly sharpened all three.

#Managementconsulting #CMA #ICMAI #SOP

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