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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from the change frontline

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

Cofomo

Senior Change Manager & Coach Agile

Levio

TRANSFORMER LA VISION EN VALEUR 

Levio est une firme de services-conseils de premier plan en affaires et technologies. 

En partenariat durable avec nos clients, nos équipes élaborent des stratégies pour concevoir et mener vos transformations numériques vers le succès. 

Nous offrons une approche sur mesure, une exécution simplifiée et un engagement à livrer pour générer des résultats mesurables et créer de la valeur.

Change Manager & Agile coach

Transformation organisationnelle & gestion du changement

Expertise clé

- Gestion du changement (Change management)
- Transformation digitale (numérique)
- Conduite du changement
- Culture organisationnelle
- Stratégie de transition
- Gestion des relations avec les parties prenantes

Profil professionnel

Objectif Stratégique : Expert en transformation organisationnelle, je facilite l'adoption de changements complexes en convertissant les défis en opportunités stratégiques.

Ma méthodologie repose sur trois piliers stratégiques :

1. Mobilisation des équipes : Rendre le changement compréhensible et engageant
2. Mesure d'impact : Définir des KPI précis pour évaluer la transformation
3. Culture durable : Ancrer les résultats au-delà du projet initial

Compétences Techniques

1. Prosci (ADKAR)
2. Agile
3. Lean Six Sigma
4. Cloud Azure et AWS
5. GenAI
6. Design Thinking

Ces compétences techniques me donnent la capacité de: 

1. Accompagnement des transitions
2. Diagnostic organisationnel
3. Gestion des résistances
4. Communication de changement
5. Design d'expérience collaborative

Cas concret de transformation
Migration cloud : Transformation réussie d'une entreprise de services, passant d'une culture résistante à un modèle collaboratif et innovant en quelques mois.

Résultats clés :

1. Adoption et engagement technologique accélérée
2. Transformation culturelle profonde
3. Accélérateur de croissance
4. Taux eNPS élevé (positif)

Valeur différentielle
Je ne propose pas des solutions standardisées, mais je co-construis une transformation sur-mesure, alignée avec votre culture et vos enjeux stratégiques.

Citation signature
"Le changement n'est pas une destination, c'est un chemin que nous parcourons ensemble."

Consultez mes articles pour découvrir mes réflexions et approches concrètes en gestion du changement.

 #gestionduchangement #gdc #transformationdigitale #leadershipagile #cultureorganisationnelle #innovationstratégique

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