The value of AI appears when it is built into the work that matters most, when ownership is clear, and when progress is measured against real business outcomes. And because the technology is evolving so quickly, organisations also need a practical way to keep learning, adapting, and scaling without losing control.

Transformation and change is now often quoted as a constant norm in our world. Organisations talk about it constantly, job titles include it, and yet as change management professionals you will have had that uneasy moment when you think our discipline is misunderstood, diluted, or treated as an optional add‑on. In our experience, this points to a quieter question worth exploring: ‘Is change management facing a reputational challenge?’

We can probably all agree that too often change management becomes an exercise in documentation and process rather than impact. And that brings the question: are those tasks really adding value?

As change professionals, where should our focus be as we look ahead to 2026?

Should we focus on quick wins and incremental improvements, or should our energy be reserved for the broader, more disruptive objectives of transformation? Understanding and navigating this distinction is crucial for any change leader seeking to deliver lasting value.

In the realm of organisational transformation, the spotlight often shines on strategy, innovation, and change leadership. We explore why personal courage is fundamental to delivering successful change.

When one of one of the world’s leading financial services companies approached us to help them future proof their communications team we needed to delve into their business strategy, the skills and capabilities of the team and what was needed for the future.

A phrase that has permeated across many organisations in the last few years is that ‘change is the new normal’. And while that may be true it does come with a major challenge; ‘change fatigue’.

Change initiatives come with uncertainty, resistance and unforeseen obstacles. Leaders need their teams to help address these challenges and help ensure change is successful. But, if team members don’t feel comfortable speaking up there’s a high chance that challenges won’t be highlighted and therefore there will be no opportunity to resolve them.

How Marlowe tailored a global virtual event for 1500 people using an innovative, efficient and sustainable approach.

In the first of our ‘Sharing our insight’ series we explore a transformation planning and mobilisation programme with a utility company.

What is groupthink and why is it such a peril to the success of change programmes?

In this podcast, Leonie Valentine shares her extraordinary insights from over 30 years in leadership.

We take a look back at some of the moments that have made 2024 an extra special year.

Facilitation is a technique to make sure that people understand the change, its impact, and what they will need to do differently.

Marlowe’s Annette Andresen and Women in Change Managing Director Louise Robey sit down with Helen MacPhee, SVP Finance at AstraZeneca

In this article Marlowe’s Head of Business Change Jen Wright explores the importance of continuous leadership development

It has been our privilege to sit down with some of the most inspiring leaders and innovators driving transformation

Communicators have long known about this common gap on change programmes. Now change managers are recognising it as an essential tool.

The need for business change, why a trusted partnership between company and consultancy is essential, and what makes a great consultant.

We’re proud to announce our sponsorship of the Swinton Lionesses’ rugby league prop Lydia Elstone.

Marlowe Director Annette Andresen shares her choice of business gamechanger and tells us why gamechangers focus on people.

The common mistake that many organisations make is to put too much emphasis on the tech, with process definition taking a close second.

Marlowe Consulting’s Director Annette Andresen shares her thoughts and insights on best practice when change programmes go awry.

At Marlowe we're proud to help young people on their career journeys. We recently caught up with two of our former interns.

Calling all line managers - we have two questions for you...

Change is personal. A person’s readiness is determined by their understanding of the impact of the change, and what it means for them.

The first step to building willingness is to accept the nature and intent of the change, requiring attention (and time) from their leaders.

What happens while the business adjusts and adapts to change, and how can leaders prepare for this?

Communities, both formal and informal, exist in every large organisation and can play an important part in delivering change.

For your business change to succeed, it is critical that you get people Ready, Willing and Able to work in a new way.

More organisations are recognising the need to grow an in-house change management capability. We look at what's involved.

Applying realism to the practicalities of delivering change.

Inflation has been a hot topic on everyone’s minds over the last few months. As business change leaders what questions are you asking?

Not all leaders are experienced in change, so in the absence of good change leadership how do you make change happen?

How do you go about aligning your communication plan with an overarching business change?

We consider the key steps to take when moving towards practical implementation of a strategy.

We take a closer look at four audience-led actions that will lead to a greater impact on the success of change programmes.

Marlowe’s Scott McKenzie talks about the core skills that communications practitioners bring to any crisis, or change process.

Over the last few weeks, we’ve been having conversations with our associates and clients about their typical day working in programme teams.

What is conventional change? What is contemporary change? What is a conventional company? What is a contemporary company?

Marlowe Consulting has been involved in the University of Kent’s Employability Points Scheme for several years. The scheme provides a...

Winning hearts and minds is probably the most difficult part about delivering a successful change programme. What does it take to do this?

A look at what the transition back to the office and the options for hybrid working mean for programme teams delivering complex change.

Deborah Feakins is back from presenting at this year’s APM Portfolio Management SIG and AGM Programme Management SIG joint conference.

We look at the wider impacts of remote working, what it means for change managers and how Marlowe has helped client organisations adjust.

As we all emerged from lockdown the consensus seemed to be that there would be no return to pre-pandemic levels of office work. The...

Annette Andresen presents at a virtual speaker event for the Change Management Institute

Marlowe change management experts Deborah Feakins and Ira Blake discuss what the future has in store for organisational transformation.

Marlowe director Deborah Feakins talks with change leaders from across government about why collaboration is so important.