Change That Sticks

A manufacturing leader stepped into a department that had seen multiple senior leadership changes, each bringing new priorities, new systems, and shifting expectations. The team was exhausted from constant change, skeptical of new initiatives, and struggling to keep pace with operational demands. At the same time, leadership had set ambitious goals: increase production, reduce costs, and launch a critical new product, one that would later become a global brand generating over $1 billion in sales.

Rather than pushing change from the top down, I started by listening. Through structured observations and open dialogue, we surfaced the hidden obstacles—unclear priorities, misaligned incentives, and fear of yet another failed initiative.

From there, we co-created a plan that aligned business goals with frontline realities. We designed targeted incentives, restructured workflows to reduce friction, and equipped leaders with tools to drive engagement. By clarifying roles, improving communication, and ensuring teams had real ownership, we created momentum that stuck.

The result? Throughput increased by 6%, overtime was cut by 23%, and costs were reduced by 15%. More importantly, we saved the department over $1 million, funds that were returned to corporate to fuel new business and growth. A workforce that initially resisted the change became the driving force behind its success. The change was implemented smoothly, without grievances at the union plant, proving that when change is owned, not forced, it delivers lasting results.