Jaguar Land Rover (JLR) had inherited from Ford and previous owners, a complex IT Architecture with over 600 legacy applications. Given a unique opportunity to change, they have embarked on a 4-year programme to design, test and deploy a unique and standardized system. Successful deployment required more than an effective technical solution - it demanded significant cultural and business change that was often challenging to predict.
Gary Knight shares his experiences of the project, the strategy behind the rollout and benchmarking cultural change management and user buy-in as the fundamental driver for successful implementation.
This session discusses:
For companies to succeed with the industrial internet, the CEO has to get it.
The traditional hierarchy of a company involves a tiered model of upper and lower management; orders trickle down from the top and results trickle up from below. This model works for most and is widely adopted. But not at W.L. Gore & Associates, who, over the past 50 years of their operation, have adopted a model that will appear confusing and enlightening to most, in the continuous pursuit of growth and innovation.
Prof Dagmar Heinrich shares her perspective on the human element of PLM implementations, but these cultural change lessons are pertinent to any IT implementation.
Jos gives insight into the change management demands of an IT implementation.
The decision and willingness to deploy PLM throughout a global organization, including non-technical departments, drives a cultural change process to create a more adaptive culture and to enforce cross departmental collaboration.