Organizational change management related to accepting and adopting Salesforce solutions will be supported by LaMarsh Global, a global leader in change management training and consulting.
FREMONT, CA: LaMarsh Global and Madison Ave Consulting announced a new partnership to improve the success of Salesforce implementation projects through strategic change management. Madison Ave Consulting offers an expanded range of services dedicated to all stages of Salesforce implementation and sustainment. In addition, organizational change management related to the acceptance and adoption of Salesforce solutions will be supported by LaMarsh Global, a global leader in change management training and consulting.
“When paired with a quality solution, LaMarsh Global’s change management methodology, Managed Change, is positioned to drive the acceptance and adoption of that solution to improve the success of any project,” said Sheila Fain, CEO of LaMarsh Global. “Madison Ave Consulting delivers quality Salesforce solutions, and this partnership will benefit their clients that rely on behavior change for success.”
With a focus on the full-service implementation of cloud-based business technologies, Madison Ave Consulting designs, introduces, and optimizes Salesforce systems for organizations of all sizes.
“We are passionate about transforming organizations by leveraging the latest in technology,” said Mitch Ebin, founder of Madison Ave Consulting. “Expanding our change management offerings and partnering with LaMarsh Global will ensure there is dedicated focus on the people side of any implementation.”
Madison Ave Consulting’s technical and change management expertise are now complemented by the consultants from LaMarsh Global and a scalable methodology for projects of any size.
“Managed Change fits naturally within the data-driven approach to Salesforce implementation that is offered by the Madison Ave team,” said Sheila. “Our strong client partnership was the key to success. There were many risks to overcome both for the project team and the change management team. The payoff came in the first few days after the system went live when one of the shop floor supervisors characterized it as a non-event,” she added.
