DSV Global Transport and Logistics offers transport services worldwide and employs around 44,000 employees in more than 80 countries. In 2010, one DSV division with 10,000 employees around the world established a Business Change Management (BCM) unit. The vision of this unit was to ensure increasing competitive advantage for the entire division by continuously offering a centralized and strategic approach to project implementation and processes focusing on cost reduction and profit optimization.
Oshkosh Corporation is a global manufacturing company that designs and builds the world’s toughest specialty trucks, truck bodies and access equipment. A Fortune 500 company with manufacturing operations on four continents, its products are recognized around the world for quality, durability and innovation.
Over the years, project leaders recognized that Oshkosh was good at building solutions to address business opportunities but could improve its approach to end-user adoption. After a few major initiatives encountered program restarts, there was a realization that in order for change to flourish, people must be engaged in change along the way, not just at the end. This recognition paved the way for a formalized change management approach. Since 2013, dedicated resources have taken the application of change management from one-project-at-a-time to integrating change management practices within existing methodologies (IT PMO, Lean/Six Sigma) and teaching team members how to lead and engage in change throughout Oshkosh Corporation.
The Flight Standards Service of the United States Federal Aviation Administration (FAA) promotes safe air transportation by setting regulations and standards for certification and oversight of airmen, air operators, air agencies and designees. The service employs over 5,400 people and its work impacts the millions of travelers that fly on commercial or private aircraft throughout the United States and the world every day.
The FAA has had a well-documented legacy of working complex changes. Recent years has led many government agencies, including the FAA, to recognize the need to become more effective at leading and managing change. The Flights Standards Service internalized this charge and, in 2014, pledged to embed a new mindset, skillset and toolset for leading change.
Jean-Claude Monney is a seasoned executive and leader in the knowledge management and digital transformation space, as well as a teacher, speaker and digital transformation coach. In our interview below, he discusses what first introduced him to change management, how he’s seen the discipline influence the business world, and where he sees it going.
In 2015, the Texas A&M University System was still reliant on a payroll system that was 35 years old, expensive to maintain, and difficult to adapt. Additionally, this system no longer followed business best practices. The A&M System selected Workday as the right cloud-based software for their new human capital management system. Workday would integrate HR, payroll, and other solutions and would also simplify and standardize processes while minimizing overhead.
Mike Prazniak is a change practitioner and instructor working in the Revenue Cycle Program Management Office (PMO) at Florida Hospital. In 2015 Mike realized a personal and professional goal of becoming a Prosci-Certified Advanced Instructor (PCAI). In addition to leading major change initiatives and certifying over 100 practitioners, Mike has also worked to establish change management competency as one of the core attributes of the Revenue Cycle department. Mike is an active member of the Association of Change Management Professionals (ACMP) Global and serves as a founding member of the ACMP Florida chapter, where he currently serves as Chair of Membership, Communications and Events.
Coor Service Management delivers services in both hard and soft facility management to customers in Sweden and throughout Northern and Eastern Europe. In 2015, Coor established a new division: Coor Property. They partnered with Human Univerz, a Danish change management firm and partner with Prosci, to apply the Prosci change management methodology and Appreciation at Work resources to the new division.