Organisational Change for IO

Integrated Operations involves a range of tools, technologies, systems and processes, that can dramatically improve production, but fundamentally, success comes from organisations, teams and people changing the way they work.

Enabling new behaviours that are required for a successful Integrated Operations way of working, especially across multiple geographically-dispersed teams, is challenging because working in an IO-enabled way is essentially a culture shift NOT a technology one, and dedicated effort is required in order to see the Integrated Operations vision successfully implementation and, more importantly, sustained long term.

As experts in Integrated Operations, we have seen numerous implementations that ultimately failed to succeed, because of a lack of attention on the impacted workforce, specifying how they were expected to change, defining the right organisational structure and accountabilities, and supporting them during their change journey. In most cases, there was a distinct lack of investment in organisational change, and this is the main reason for the failures.