Do you need to build buy-in for an Enterprise Change Management deployment at your organization? Complete this sentence: "We, as an organization, should work to embed change management and build organizational capabilities and competencies because..."
Alistair Lowe-Norris leads the global strategy for Adoption and Change Management at Microsoft. Read the interview below to hear how he has seen change management grow at Microsoft and how he sees change management making a difference.
(Want to learn more about change management at Microsoft? Download the success story).
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.
“This has been really informative, but my plate is really full, and I need to get back to the office and get some things done.”
This was a Chief Marketing Officer’s response at the end of a day-long leadership meeting on the fundamentals of change management. Worse, she brought it up in response to how the team would implement what they had learned during the meeting.
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.