Innovation may begin with exciting blue sky thinking, but there is a point when the success of a new technology or product boils down to a fundamental question – will this work in reality? Geoffrey Moore, author of Crossing the Chasm, acknowledged that the “enthusiasts” and “visionaries” in business often embrace innovative products far more readily than the sceptical “pragmatists” that represent the mainstream market. So how do we convince the pragmatists?
What was the challenge?
It may sound like a simple challenge to bring proven innovation to reality, but there are often many complex questions that need to be addressed first. For example, how will this new technology or product benefit the user? How can it make things quicker, easier, safer for people? Is it clear how we transition from our current ways of working to any new processes or systems? Do people on the frontline support the change in current practices? Do the desired benefits outweigh the unintended disbenefits?
These are just a few of the questions we have had to address in our work with Network Rail’s Research, Development and Innovation (RD&I) department. At Moorhouse, we have been supporting the team with techniques for effective change management, helping stakeholders move from a point of uncertainty and resistance to a point of ownership and acceptance.
How did we help?
Recently, one of these RD&I projects – FELIX – hit a significant milestone in becoming the very first tool of its kind to be deployed on the UK rail network.
FELIX is a track inspection robot which scans and measures the rails using laser profiling. It is remotely controlled and automatically carries out some of the key measurements that inform Network Rail’s safety critical inspections.
The introduction of FELIX is a significant step-change for track maintenance in the UK; these inspections have been carried out using the same manual tools for decades. FELIX replaces these manual tools with a consistent and highly accurate method of inspection that will provide a wealth of data not previously available, improving safety and enabling more proactive maintenance. However, the human impact of the change FELIX introduces could not be underestimated – both at an organisational level, as well as how individual engineers will need to change working practices to realise many of the benefits this innovation brings.
So how have we got to this point? Here are three key change management activities we performed, based around our proven ‘Prepare, Enable, Adopt’ framework, that made a tangible difference to getting FELIX out on the track and getting the pragmatists onboard:
PREPARE
1. Engagement with colleagues across the organisation, from senior stakeholders to frontline staff.
We initially outlined and understood the change impacts before breaking those down by stakeholder group. We assessed the needs of stakeholders at every level through stakeholder mapping to understand and segment stakeholders, through interviews and workshops, but also through shadow shifts and process mapping. This gave us a detailed understanding of change impact for all groups which, in turn, was key to gaining support from the more pragmatic frontline staff. This support has been crucial for moving the project forward.
ENABLE
2. Mapping the impacts of change, including benefits, to specific activities.
Building on the impact assessment, we were able to identify areas requiring specific interventions. For example, a clearly defined process for storing and sharing the enhanced data that FELIX provides was identified as crucial to realising the benefits of the system, unlocking the potential of long-term trending of asset degradation. Fully understanding and analysing the benefits and costs and then articulating them effectively to different stakeholders has also helped Network Rail move forward with investment decisions, with assurance that the project will deliver efficiencies over the next Control Period.
ADOPT
3. Supporting the set-up, delivery, and evaluation of an Operational Demonstration of the technology.
After comprehensive technical trials, we supported a successful period of testing the technology in an operational environment. This included running a kick-off session and producing a report in the aftermath, highlighting key successes and lessons learned to support a successful change process, both by engaging stakeholders and encouraging buy-in. It also highlighted some of the key changes that would be made to existing BAU processes to further enhance and improve based on lessons learned.
Whilst this is an exciting milestone, there is plenty of work still to do to make FELIX an everyday reality. We are continuing to work with Network Rail to embed effective change management across their Research, Development and Innovation (RD&I) portfolio, helping them turn innovation into action.
What was the impact?
For change to be successful, the technical solution must fit the needs of the organisation and the organisation must be prepared to adapt to enjoy the benefits. The key to this is to listen to and understand the perspective of frontline teams who will be using the technology. Our change management tools and techniques focus on this people side of change, working alongside effective project management and engineering design to achieve successful business outcomes.
If you have similar experiences or challenges with rolling out technological change, or you want to learn more about our approach, please do get in touch.
Moorhouse Consulting
