CASE STUDIES — ORGANIZATIONAL CHANGE MANAGEMENT

Challenge

Emergent  technologies within the Records Management, Information Governance, and  Knowledge Management domains were evolving at a pace that exceeded the  federal client’s ability to adapt. These changes affected nearly every facet of the agency’s mission and business processes. Lacking both the modern technological tools and the technical skillsets required to leverage them, the organization faced increasing operational risk and mission degradation.  

As  legacy systems and manual processes persisted, the agency began experiencing capability obsolescence—a state in which existing methods  could no longer support mission requirements, regulatory compliance, or  customer expectations. Without intervention, the organization risked  further fragmentation, diminished service delivery, and an inability to  meet its statutory and operational responsibilities.  

Solution  

Hartwood  implemented a structured organizational change management and digital  transformation approach to stabilize operations and position the agency  for long-term success. Upon arrival, the team conducted a rapid  current-state assessment that included stakeholder interviews,  operational observations, and documentation of existing systems, data  flows, and governance structures. This  assessment revealed significant organizational silos across data  sources, workstreams, and supporting offices. Information was stove-piped,  ownership was unclear, and coordination across functional areas was  inconsistent, resulting in fractured support to both internal  stakeholders and external customers.  

To  address these challenges, Hartwood partnered with agency leadership to  define a clear transformation vision and target operating model. This  included establishing standardized  business  processes, clarifying roles and responsibilities, and introducing  governance mechanisms to improve decision-making, accountability, and  change control. Change impacts were assessed across people, processes,  and technology to ensure solutions were aligned with operational  realities and workforce readiness.  

Central  to the solution was the deliberate introduction of enabling technology  to support adoption and sustainment. Hartwood ensured that new tools  were designed around user workflows, reinforced through training and  communication, and integrated into daily operations to drive lasting  behavior change and organizational maturity.  

Services  

Hartwood  designed and deployed custom-developed SharePoint solutions that  fundamentally transformed how the agency managed information, executed  internal processes, and delivered services to customers and end users.  

These  solutions replaced manual, fragmented workflows with standardized,  automated processes that improved transparency, consistency, and  accountability across the organization. SharePoint-based tools enabled  centralized data management, real-time collaboration across functional  boundaries, and secure, role-based access to mission-critical  information. For internal stakeholders, this resulted in streamlined  records lifecycle management, improved information discoverability, and  reduced administrative burden.  

Externally, the new tools enhanced the agency’s ability to provide timely, accurate,  and reliable services to customers and end users. Intake, tracking, and  response processes were modernized, creating a more predictable and  responsive customer experience. Importantly, Hartwood paired technology  delivery with change enablement activities, training, job aids, and  leadership engagement, to ensure adoption, proficiency, and long-term value realization.

Hartwood  continues to support the agency through ongoing optimization,  enhancements, and knowledge transfer, ensuring the organization can  independently sustain and evolve its capabilities as mission needs and  technologies change.  

Conclusion  

Once  an inefficient organization at risk of operational irrelevance, the  agency has been transformed into a model of business process excellence.  Through a deliberate focus on organizational change management,  governance, and purpose-built technology solutions,  the client now operates with integrated systems, empowered stakeholders, and scalable tools  that support both internal mission execution and high-quality service  delivery to customers and end users. 

Challenge 

Headquarters Marine Corps (HQMC) Records, Directives, Reports and Forms Management Section (ARDB) serves as the central authority for lifecycle records management across the Marine Corps Total Force. ARDB is responsible for policy oversight, program compliance, training, and the transition from paper-based processes to fully electronic records management (ERM) in accordance with federal mandates, including OMB and NARA directives. 

Despite established policies (MCO 5210.11F, OMB M-12-18, M-19-21), significant enterprise-wide gaps existed: 

• Outdated or incomplete file plans 
• Expired or invalid CDRM appointments 
• Inconsistent use of RMKS and MCTILM systems 
• Limited crosswalk completion from SSICs to DON Record Schedules 
• Disaggregated policy interpretation 
• Inconsistent IG inspection readiness 
• Lack of equipment and time devoted to RM functions 
• Incomplete ERM implementation across commands 

ARDB required a scalable, enterprise-wide training and outreach framework to support compliance, enable electronic records migration, and sustain long-term records governance across the Marine Corps. 

Solution 

Hartwood designed and executed a multi-year, phased training and development strategy aligned with ARDB’s mission and federal electronic records mandates. 

Phase I: Program Assessment & Foundational Training Deployment 

Hartwood began with a comprehensive analysis of existing policies, systems, inspection findings, and organizational readiness. The team: 

• Evaluated RMKS, MCTILM, and DON TRACKER system functionality 
• Conducted outreach to commands to assess ERM readiness 
• Identified compliance gaps tied to MCIG inspection checklists 
• Piloted training at key installations (MCIEAST, IIMEF, MCAS Miramar) 
• Developed Instructor-Led Training (ILT) programs and training materials 

Initial training focused on: 

• Records lifecycle management 
• CDRM roles and responsibilities 
• File plan development and crosswalk procedures 
• Essential records planning 
• Hands-on system instruction 

150 RM personnel were trained across major commands. 

Phase II: Enterprise ERM Migration & CROSS Transformation 

Based on pilot feedback, Hartwood refined its approach and redesigned RMKS into a more robust, program-centric system, rebranded as the Command Records Operational Support Site (CROSS). 

CROSS evolved into a role-based SharePoint platform that: 

• Centralized records management oversight 
• Enabled electronic file plan creation 
• Supported SSIC-to-DON Schedule crosswalk completion 
• Strengthened IG inspection readiness 
• Provided ARDB real-time visibility into program compliance 

Hartwood implemented a structured three-phase ERM migration model: 

Phase I – CROSS (Program Setup & File Plan Development) 

Establish command-level records programs and electronic file plans. 

Phase II – MCTILM (Temporary Records Automation) 

Implement SharePoint-based records centers to automate lifecycle processes for short-term records. 

Phase III – DON TRACKER (Long-Term & Permanent Records Repository) 

Support DON-led deployment of 5015.2STD compliant system for task and records integration. 

Training expanded enterprise-wide through: 

• Site assist visits 
• Quarterly in-person sessions (Pentagon/Stafford, VA) 
• Virtual delivery via Adobe Connect during COVID-19 
• Development of workshops for CDRMs and schoolhouse integration 

520 RM personnel were trained across Marine Corps Total Force. 

Phase III: Virtual Enablement & Scalable Learning Architecture 

To sustain long-term adoption and support OMB/NARA electronic mandates by 31 December 2022, Hartwood advanced the training framework to include: 

• Virtual training environments and web-based delivery 
• Self-guided e-learning modules 
• Role-based learning paths (Commanders, CDRMs, Staff Sections) 
• Implementation packages for MCTILM 
• Post-O365 migration training and SharePoint Online readiness 
• Continuous updates aligned to evolving policy changes 

Hartwood established a centralized training repository housing: 

• Slide decks 
• Quick-reference guides 
• Inspector checklists 
• SOP templates 
• Essential records templates 
• System user guides 
• Helpdesk and technical support documentation 

This structured ecosystem ensured continuity of training, program sustainment, and compliance oversight across contract periods. 

Results 

• Trained 670+ Records Management personnel across Marine Corps installations 
• Redesigned RMKS system into CROSS, transforming it into a program governance tool 
• Standardized electronic file plan development across commands 
• Improved SSIC-to-DON Record Schedule crosswalk completion 
• Strengthened IG inspection readiness and audit compliance 
• Accelerated migration toward electronic records management 
• Established scalable, virtual training infrastructure during COVID-19 
• Enhanced ARDB’s enterprise oversight and reporting capability 

Services Provided 

• Enterprise training strategy design and execution 
• Records management policy translation and implementation 
• Instructor-led and virtual training delivery 
• SharePoint system configuration and enhancement (CROSS, MCTILM) 
• Training material development and repository management 
• Outreach and stakeholder engagement 
• Helpdesk and technical support 
• Compliance monitoring and inspection readiness support 

Conclusion 

Through a structured, phased training and development strategy, Hartwood enabled Headquarters Marine Corps ARDB to strengthen governance, standardize compliance, and accelerate the transition to electronic records management across the Marine Corps Total Force. 

By integrating policy expertise, technology enablement, and enterprise-wide training delivery, Hartwood established a sustainable records management framework that supports mission readiness, regulatory compliance, and long-term operational efficiency.