{"id":14573,"date":"2026-04-22T03:14:07","date_gmt":"2026-04-21T21:44:07","guid":{"rendered":"https:\/\/cataligent.in\/blog\/uncategorized\/change-management-strategy-examples-for-cross-functional-teams\/"},"modified":"2026-06-16T01:00:50","modified_gmt":"2026-06-16T08:00:50","slug":"change-management-strategy-examples-for-cross-functional-teams","status":"publish","type":"post","link":"https:\/\/cataligent.in\/blog\/strategy-planning\/change-management-strategy-examples-for-cross-functional-teams\/","title":{"rendered":"Change Management Strategy Examples for Cross-Functional Teams"},"content":{"rendered":"<h1>Change Management Strategy Examples for Cross-Functional Teams<\/h1>\n<p>Cross functional change rarely fails because people dislike improvement. It fails because teams receive goals without decision rights, process owners without evidence requirements, and status updates without a shared way to prove adoption. Change management strategy examples are useful only when they show how work moves through functions, approvals, milestones, financial impact, and leadership review.<\/p>\n<p>A strong change strategy does not stop at communication. It connects adoption work to governed execution so every function knows what must change, who owns it, what evidence proves progress, and where decisions are escalated. For transformation leaders, HR and operations leaders, PMO teams, and consulting firms supporting client change programmes, this changes the discussion from tool preference to execution design. This is why leaders often connect the topic to Cataligent service areas such as <a href=\"https:\/\/cataligent.in\/business-transformation\">business transformation<\/a>, <a href=\"https:\/\/cataligent.in\/internal-organization\">internal organization<\/a>, and <a href=\"https:\/\/cataligent.in\/cost-saving-programs\">cost saving programs<\/a>. <\/p>\n<h2>Why cross functional change breaks between intention and adoption<\/h2>\n<p>Most execution problems begin as small gaps in the operating model. A team agrees on priorities, but the owner record is incomplete. A budget is approved, but the change history is unclear. A steering committee asks for a current view, but the latest facts are spread across email, spreadsheets, status decks, and separate trackers. When this happens, leaders do not only lose time. They lose confidence in the review process.<\/p>\n<ul>\n<li>a process owner agrees to a new workflow but local teams keep the old approval habit<\/li>\n<li>finance validates savings after operations has already reported success<\/li>\n<li>IT releases a workflow change without clear adoption evidence from business users<\/li>\n<li>sales, service, and supply chain teams report different versions of the same customer impact<\/li>\n<li>leaders approve a change but do not assign a decision owner for exceptions<\/li>\n<\/ul>\n<p>These examples matter because they show the difference between reported activity and governed progress. A manual process can still work for a small team with limited complexity. It becomes fragile when several functions, finance reviews, executive decisions, and client or consulting stakeholders must work from the same facts.<\/p>\n<h2>Practical change management strategy examples senior teams can use<\/h2>\n<p>A better approach starts by defining what the organization needs to control. The answer is usually not one more report. It is a clearer connection between objective, owner, measure, evidence, approval, financial effect, and leadership decision. This is especially important when the topic affects <a href=\"https:\/\/cataligent.in\/business-transformation\">business transformation<\/a> or a broader enterprise programme.<\/p>\n<ul>\n<li>Map each change to one accountable owner, one sponsor, and one approval path.<\/li>\n<li>Define adoption evidence such as process usage, completed training, control signoff, or financial validation.<\/li>\n<li>Separate communication milestones from implementation milestones so awareness is not mistaken for adoption.<\/li>\n<li>Create a decision log for scope changes, exceptions, budget changes, and resistance patterns.<\/li>\n<li>Use a reporting cadence that shows risks, dependencies, decisions needed, and value movement.<\/li>\n<\/ul>\n<p>The strongest systems make status meaningful. Green should not mean that someone wrote a positive comment. Red should not mean that the issue is simply noted. Each status should carry a reason, an owner, an impact, and a next action. That is how reporting becomes a management tool rather than an administrative routine.<\/p>\n<h2>How the operating model should work in practice<\/h2>\n<p>One example is a cost reduction programme where procurement, finance, operations, and business units must agree on baseline, target saving, forecast saving, and actual saving. Another is an operating model change where HR, IT, finance, and department heads must confirm role clarity, access rights, approval authority, and reporting responsibility. A third is a service workflow change where the request category, escalation rule, SLA owner, and dashboard view must be accepted by both IT and business users. In each case, the change strategy must define the work, the evidence, and the decision path. Communication supports the work, but governance makes it stick.<\/p>\n<p>Leaders should also define the review cadence. Weekly workstream reviews can focus on owner actions, risks, and evidence. Monthly executive reviews can focus on value movement, major dependencies, investment approvals, and decisions needed. Steering committee reviews can focus on go or no go decisions, on hold items, cancellation reasons, and closure evidence. The same logic applies to enterprise teams and consulting firms, although consulting firms may also need reusable methods, client access control, and board ready reporting.<\/p>\n<h2>How Cataligent Helps Through CAT4<\/h2>\n<p>Cataligent helps organizations and consulting firms turn change strategy into governed execution through CAT4. Cataligent supports the business layer, including transformation guidance, configuration support, consulting alignment, and the design of practical governance routines. CAT4 supports the platform layer, including owners, measures, workflows, approvals, dashboards, Degree of Implementation stage gates, Implementation Status, Potential Status, and current reporting. This matters because cross functional change needs more than a plan. It needs a shared system where a measure can move from defined to identified, detailed, decided, implemented, and closed with evidence at each stage. For large programmes, controller backed closure can also help ensure that reported value is not accepted before finance has reviewed the result.<\/p>\n<p>The value of this approach is that Cataligent remains the company guiding the implementation and configuration, while CAT4 remains the governed platform that supports execution control. This distinction matters for senior buyers. They need a partner that understands transformation, governance, PMO discipline, consulting delivery, and financial impact tracking. They also need a system that can hold the work, not only present the work. In many cases, that means connecting service areas such as <a href=\"https:\/\/cataligent.in\/internal-organization\">internal organization<\/a> and <a href=\"https:\/\/cataligent.in\/itsm\">IT service management<\/a> into one practical execution model.<\/p>\n<h2>How leaders can make the decision practical<\/h2>\n<p>When reviewing change management strategy examples, leaders should ask whether each example includes the operating details that determine success. Who updates progress. Who approves the next stage. What evidence is required. What happens when a dependency is late. How will finance, risk, or compliance teams confirm the result. The answers are more important than the slide design. A consulting firm can use this discipline to show clients that change is not just being announced. An enterprise transformation office can use it to keep functions aligned long after the launch message has been sent.<\/p>\n<p>One practical test is to take a current initiative and trace it from target to closure. Identify the owner, sponsor, controller, baseline, target, forecast, actual, milestone evidence, decision history, and next review point. If any of those items cannot be found quickly, the current process may be creating control risk. If the items are visible and current, leaders can spend less time asking for updates and more time deciding what to do.<\/p>\n<p><a href=\"https:\/\/cataligent.in\/\">Cataligent<\/a> should be considered when the business issue requires both execution governance and configurable platform support, rather than another isolated tracker.<\/p>\n<p>If cross functional change is losing momentum after launch, ask Cataligent to map the change journey into CAT4. The aim is to connect ownership, adoption evidence, approvals, value tracking, and leadership reporting in one governed execution model.<\/p>\n<h2>FAQ<\/h2>\n<h3>Q. What makes a change management strategy useful for cross functional teams?<\/h3>\n<p>A: It must define ownership, evidence, approval paths, and escalation rules. Communication plans help, but execution control determines whether the change is adopted.<\/p>\n<h3>Q. How should leaders track adoption during a transformation programme?<\/h3>\n<p>A: Leaders should track process usage, milestone evidence, risk items, dependency status, and value movement. They should not rely only on self reported progress comments.<\/p>\n<h3>Q. How does Cataligent help with change governance through CAT4?<\/h3>\n<p>A: Cataligent helps design the governance approach and configure CAT4 to support it. CAT4 then tracks owners, stage gates, approvals, status, potential value, and reporting for the change programme.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Change Management Strategy Examples for Cross-Functional Teams Cross functional change rarely fails because people dislike improvement. It fails because teams receive goals without decision rights, process owners without evidence requirements, and status updates without a shared way to prove adoption. Change management strategy examples are useful only when they show how work moves through functions, [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[2104],"tags":[2033,568,632,1739,2107,1967,2106,2105],"class_list":["post-14573","post","type-post","status-publish","format-standard","hentry","category-strategy-planning","tag-business-strategy","tag-cost-reduction-strategies","tag-cost-reduction-strategy","tag-digital-strategy","tag-planning","tag-strategic-decision-making","tag-strategic-planning","tag-strategy-planning"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.4 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Change Management Strategy Examples for Cross-Functional Teams - Cataligent<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/cataligent.in\/blog\/uncategorized\/change-management-strategy-examples-for-cross-functional-teams\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Change Management Strategy Examples for Cross-Functional Teams - Cataligent\" \/>\n<meta property=\"og:description\" content=\"Change Management Strategy Examples for Cross-Functional Teams Cross functional change rarely fails because people dislike improvement. It fails because teams receive goals without decision rights, process owners without evidence requirements, and status updates without a shared way to prove adoption. Change management strategy examples are useful only when they show how work moves through functions, [&hellip;]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/cataligent.in\/blog\/uncategorized\/change-management-strategy-examples-for-cross-functional-teams\/\" \/>\n<meta property=\"og:site_name\" content=\"Cataligent\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/Cataligentstrategyimplementation\/\" \/>\n<meta property=\"article:published_time\" content=\"2026-04-21T21:44:07+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2026-06-16T08:00:50+00:00\" \/>\n<meta name=\"author\" content=\"cat_admin_usr\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@cataligentindia\" \/>\n<meta name=\"twitter:site\" content=\"@cataligentindia\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"cat_admin_usr\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"6 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/change-management-strategy-examples-for-cross-functional-teams\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/change-management-strategy-examples-for-cross-functional-teams\\\/\"},\"author\":{\"name\":\"cat_admin_usr\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#\\\/schema\\\/person\\\/649c37d6027e076e1e76bd18bac05756\"},\"headline\":\"Change Management Strategy Examples for Cross-Functional Teams\",\"datePublished\":\"2026-04-21T21:44:07+00:00\",\"dateModified\":\"2026-06-16T08:00:50+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/change-management-strategy-examples-for-cross-functional-teams\\\/\"},\"wordCount\":1250,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#organization\"},\"keywords\":[\"Business Strategy\",\"Cost Reduction Strategies\",\"Cost Reduction Strategy\",\"Digital Strategy\",\"Planning\",\"Strategic Decision-Making\",\"Strategic Planning\",\"Strategy Planning\"],\"articleSection\":[\"Strategy Planning\"],\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/change-management-strategy-examples-for-cross-functional-teams\\\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/change-management-strategy-examples-for-cross-functional-teams\\\/\",\"url\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/change-management-strategy-examples-for-cross-functional-teams\\\/\",\"name\":\"Change Management Strategy Examples for Cross-Functional Teams - Cataligent\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#website\"},\"datePublished\":\"2026-04-21T21:44:07+00:00\",\"dateModified\":\"2026-06-16T08:00:50+00:00\",\"breadcrumb\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/change-management-strategy-examples-for-cross-functional-teams\\\/#breadcrumb\"},\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/change-management-strategy-examples-for-cross-functional-teams\\\/\"]}]},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/uncategorized\\\/change-management-strategy-examples-for-cross-functional-teams\\\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Home\",\"item\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Change Management Strategy Examples for Cross-Functional Teams\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#website\",\"url\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/\",\"name\":\"https:\\\/\\\/cataligent.in\\\/\",\"description\":\"Strategy Execution Tool for Cost Saving Program\",\"publisher\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#organization\"},\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"en-US\"},{\"@type\":\"Organization\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#organization\",\"name\":\"Cataligent Project Pvt. Ltd.\",\"url\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/\",\"logo\":{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#\\\/schema\\\/logo\\\/image\\\/\",\"url\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/wp-content\\\/uploads\\\/2025\\\/01\\\/logoColored-1.png\",\"contentUrl\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/wp-content\\\/uploads\\\/2025\\\/01\\\/logoColored-1.png\",\"width\":296,\"height\":75,\"caption\":\"Cataligent Project Pvt. Ltd.\"},\"image\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#\\\/schema\\\/logo\\\/image\\\/\"},\"sameAs\":[\"https:\\\/\\\/www.facebook.com\\\/Cataligentstrategyimplementation\\\/\",\"https:\\\/\\\/x.com\\\/cataligentindia\",\"https:\\\/\\\/www.linkedin.com\\\/company\\\/cataligentstrategy\\\/\",\"https:\\\/\\\/www.instagram.com\\\/cataligentindia\\\/\"]},{\"@type\":\"Person\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#\\\/schema\\\/person\\\/649c37d6027e076e1e76bd18bac05756\",\"name\":\"cat_admin_usr\",\"image\":{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g\",\"url\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g\",\"contentUrl\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g\",\"caption\":\"cat_admin_usr\"},\"sameAs\":[\"https:\\\/\\\/cataligent.in\\\/blog\"],\"url\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/author\\\/cat_admin_usr\\\/\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"Change Management Strategy Examples for Cross-Functional Teams - Cataligent","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/cataligent.in\/blog\/uncategorized\/change-management-strategy-examples-for-cross-functional-teams\/","og_locale":"en_US","og_type":"article","og_title":"Change Management Strategy Examples for Cross-Functional Teams - Cataligent","og_description":"Change Management Strategy Examples for Cross-Functional Teams Cross functional change rarely fails because people dislike improvement. It fails because teams receive goals without decision rights, process owners without evidence requirements, and status updates without a shared way to prove adoption. Change management strategy examples are useful only when they show how work moves through functions, [&hellip;]","og_url":"https:\/\/cataligent.in\/blog\/uncategorized\/change-management-strategy-examples-for-cross-functional-teams\/","og_site_name":"Cataligent","article_publisher":"https:\/\/www.facebook.com\/Cataligentstrategyimplementation\/","article_published_time":"2026-04-21T21:44:07+00:00","article_modified_time":"2026-06-16T08:00:50+00:00","author":"cat_admin_usr","twitter_card":"summary_large_image","twitter_creator":"@cataligentindia","twitter_site":"@cataligentindia","twitter_misc":{"Written by":"cat_admin_usr","Est. reading time":"6 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"Article","@id":"https:\/\/cataligent.in\/blog\/uncategorized\/change-management-strategy-examples-for-cross-functional-teams\/#article","isPartOf":{"@id":"https:\/\/cataligent.in\/blog\/uncategorized\/change-management-strategy-examples-for-cross-functional-teams\/"},"author":{"name":"cat_admin_usr","@id":"https:\/\/cataligent.in\/blog\/#\/schema\/person\/649c37d6027e076e1e76bd18bac05756"},"headline":"Change Management Strategy Examples for Cross-Functional Teams","datePublished":"2026-04-21T21:44:07+00:00","dateModified":"2026-06-16T08:00:50+00:00","mainEntityOfPage":{"@id":"https:\/\/cataligent.in\/blog\/uncategorized\/change-management-strategy-examples-for-cross-functional-teams\/"},"wordCount":1250,"commentCount":0,"publisher":{"@id":"https:\/\/cataligent.in\/blog\/#organization"},"keywords":["Business Strategy","Cost Reduction Strategies","Cost Reduction Strategy","Digital Strategy","Planning","Strategic Decision-Making","Strategic Planning","Strategy Planning"],"articleSection":["Strategy Planning"],"inLanguage":"en-US","potentialAction":[{"@type":"CommentAction","name":"Comment","target":["https:\/\/cataligent.in\/blog\/uncategorized\/change-management-strategy-examples-for-cross-functional-teams\/#respond"]}]},{"@type":"WebPage","@id":"https:\/\/cataligent.in\/blog\/uncategorized\/change-management-strategy-examples-for-cross-functional-teams\/","url":"https:\/\/cataligent.in\/blog\/uncategorized\/change-management-strategy-examples-for-cross-functional-teams\/","name":"Change Management Strategy Examples for Cross-Functional Teams - Cataligent","isPartOf":{"@id":"https:\/\/cataligent.in\/blog\/#website"},"datePublished":"2026-04-21T21:44:07+00:00","dateModified":"2026-06-16T08:00:50+00:00","breadcrumb":{"@id":"https:\/\/cataligent.in\/blog\/uncategorized\/change-management-strategy-examples-for-cross-functional-teams\/#breadcrumb"},"inLanguage":"en-US","potentialAction":[{"@type":"ReadAction","target":["https:\/\/cataligent.in\/blog\/uncategorized\/change-management-strategy-examples-for-cross-functional-teams\/"]}]},{"@type":"BreadcrumbList","@id":"https:\/\/cataligent.in\/blog\/uncategorized\/change-management-strategy-examples-for-cross-functional-teams\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Home","item":"https:\/\/cataligent.in\/blog\/"},{"@type":"ListItem","position":2,"name":"Change Management Strategy Examples for Cross-Functional Teams"}]},{"@type":"WebSite","@id":"https:\/\/cataligent.in\/blog\/#website","url":"https:\/\/cataligent.in\/blog\/","name":"https:\/\/cataligent.in\/","description":"Strategy Execution Tool for Cost Saving Program","publisher":{"@id":"https:\/\/cataligent.in\/blog\/#organization"},"potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/cataligent.in\/blog\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"en-US"},{"@type":"Organization","@id":"https:\/\/cataligent.in\/blog\/#organization","name":"Cataligent Project Pvt. Ltd.","url":"https:\/\/cataligent.in\/blog\/","logo":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/cataligent.in\/blog\/#\/schema\/logo\/image\/","url":"https:\/\/cataligent.in\/blog\/wp-content\/uploads\/2025\/01\/logoColored-1.png","contentUrl":"https:\/\/cataligent.in\/blog\/wp-content\/uploads\/2025\/01\/logoColored-1.png","width":296,"height":75,"caption":"Cataligent Project Pvt. Ltd."},"image":{"@id":"https:\/\/cataligent.in\/blog\/#\/schema\/logo\/image\/"},"sameAs":["https:\/\/www.facebook.com\/Cataligentstrategyimplementation\/","https:\/\/x.com\/cataligentindia","https:\/\/www.linkedin.com\/company\/cataligentstrategy\/","https:\/\/www.instagram.com\/cataligentindia\/"]},{"@type":"Person","@id":"https:\/\/cataligent.in\/blog\/#\/schema\/person\/649c37d6027e076e1e76bd18bac05756","name":"cat_admin_usr","image":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/secure.gravatar.com\/avatar\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g","url":"https:\/\/secure.gravatar.com\/avatar\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g","contentUrl":"https:\/\/secure.gravatar.com\/avatar\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g","caption":"cat_admin_usr"},"sameAs":["https:\/\/cataligent.in\/blog"],"url":"https:\/\/cataligent.in\/blog\/author\/cat_admin_usr\/"}]}},"_links":{"self":[{"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/posts\/14573","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/comments?post=14573"}],"version-history":[{"count":0,"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/posts\/14573\/revisions"}],"wp:attachment":[{"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/media?parent=14573"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/categories?post=14573"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/tags?post=14573"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}