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As Kotter’s public sector channel lead, Laurin helps federal, local, and state agencies mobilize their workforces, advancing their mission through the unique structures and challenges of the public sector. Leveraging her background advising leaders across finance, banking, and healthcare, Laurin’s diligent approach and understanding of regulatory guidelines allow for a dynamic outside perspective that harmonizes with the needs of governmental groups. Focusing on the intersection of people and results, Laurin’s energetic yet data-driven approach helps her clients navigate change and achieve their goals. Laurin has a Bachelor of Science degree in Marketing and Business Administration from the Robert H. Smith School of Business at the University of Maryland. When she’s not working with clients, you can find her on the water racing boats, even through the depths of winter.

Laurin Parthemos

Operating amid rapid technological advancement, global uncertainty, and evolving public scrutiny, government agencies find traditional leadership and change approaches insufficient. To meet today’s challenges and build leaders capable of addressing tomorrow’s disruptions, organizations must make capability building a sustained and strategic imperative.Capability building develops the mindsets, behaviors, and systems that enable organizations to adapt quickly, align around shared goals, and take decisive action—even in ambiguity. As the World Economic Forum’s Future of Jobs Report highlights, 44 percent of core skills are expected to change within five years. An ATD study echoes this urgency, with 76 percent of government talent development professionals reporting a workforce skills gap. With investment in capabilities historically linked to improved policy outcomes and staff engagement, coupled with the stricter funding environment, cultivating a learning culture to strengthen organizational adaptability is no longer optional. Strategic action grounded in robust capability building enables agencies to outmaneuver uncertainty and accelerate results through the following interdependent pillars:Strengthening organizational adaptability by fostering a culture that embraces change, encourages learning, and responds quickly to emerging challengesEnabling fast and flexible decision making by empowering individuals and teams with authority and tools for swift actionAccelerating action to achieve results by focusing on visible progress, generating momentum, and demonstrating meaningful outcomes are possible, even amid ambiguityFor government leaders, this framework provides a blueprint to adapt confidently and with resilience. That said, translating these pillars into real capability demands investing in skill development and behavioral change across all levels.To strengthen adaptability, organizations need strategic foresight and systems thinking to anticipate trends and understand ripple effects. Cultivating an agile mindset, including encouraging iterative problem solving, experimentation, and rapid learning, is equally vital. At the leadership level, change leadership becomes essential, guiding teams through uncertainty with clarity and embedding adaptability into culture.Fast, flexible decision making relies on critical thinking, problem solving, and data literacy, enabling timely and informed choices. Empowerment and communication are central to this, fostering trust through delegated authority, transparency, and clarity. A notable example is the Department of Health and Human Services’ “Buy Smarter” initiative, which leveraged artificial intelligence (AI) in procurement to enhance agility in its process, resulting in a projected savings of $720 million. This demonstrates that equipping teams to act with speed and clarity pays off.To accelerate action, organizations must empower execution, ensuring plans translate into momentum. While digital fluency equips teams to leverage tools for innovation and efficiency, a culture of continuous learning and feedback enables rapid adaptation. Momentum also builds in organizations that foster continuous learning cultures: A Deloitte study found that such organizations are 92 percent more likely to develop innovative products, 52 percent more productive, and 56 percent more likely to be first to market, and they achieve 17 percent higher profitability compared to peers. In government, that translates to faster program delivery, reduced waste, and greater resilience. When progress is visible, outcomes follow.Ultimately, it’s not just about surviving change; it’s about using it to lead. Aligning these cultural expectations and structural supports with leadership behaviors creates an environment where adaptability is expected and results are fully seen. Building this requires leadership commitment, as evidenced by a McKinsey study that found that when senior leaders model behaviors, broad adoption of these behaviors increases 5.3 times.Adaptability is no longer optional, and the creation of an adaptable culture is not happenstance. Agencies that invest in building these capabilities gain a competitive edge in mission delivery and public trust. By embedding adaptability into culture and equipping teams with change leadership skills, they position themselves to meet complexity with confidence and lead the public sector into a more resilient, future-ready era.

Government’s Edge: Adaptability and Skills for Future-Ready Leadership

In a time when agencies are being asked to do more with fewer resources, leadership is one investment that delivers exponential returns. 

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