In a dynamic and competitive industry like aircraft manufacturing, continuous improvement and effective change management are crucial. Airbus’ Information and Communication Technology (ICT) organization faced significant challenges that required a comprehensive transformation. This case study examines how large group interventions, specifically the Whole Systems Transformation (WST) process, played a pivotal role in reshaping Airbus' ICT organization.
The Context of Airbus ICT
Airbus is a global leader in aircraft manufacturing with a workforce of around 55,000 employees. The ICT division, comprising approximately 1,300 professionals, supports Airbus' core business processes by developing, maintaining, and operating essential information systems. However, years of frequent reorganizations left the ICT workforce change-fatigued and cynical, resulting in declining performance.
The Change Challenge
Guus Dekkers, who joined Airbus as Chief Information Officer in June 2008, inherited an ICT organization struggling with time, cost, and quality objectives. The global financial crisis, increasing budget pressures, and growing business demands further exacerbated these challenges. Dekkers needed to quickly enhance ICT's performance and align the team with the company's strategic goals.
The Role of the OD Practitioner
Dekkers appointed Susan Donnan as the internal change agent to guide the transformation process. Drawing on her background in organizational development and experience with large group interventions, Donnan selected the Whole Systems Transformation (WST) process developed by Roland Sullivan. This approach aimed to align the leadership team and engage a critical mass of ICT members in the transformation.
The Change Strategy
Donnan's strategy began with securing executive commitment and painting a clear picture of the transformation journey. The WST process involved aligning the leadership team into a cohesive unit before transforming the broader organization. This methodology combined best practices in action research, small group dynamics, and large group dynamics, emphasizing the importance of aligned leadership for successful transformation.
Implementing Large Group Interventions
The first phase involved contracting with the leadership team, convincing them that traditional change management approaches would be too slow and incremental. Donnan presented a roadmap outlining the WST process milestones, emphasizing the need for a unified executive team to lead the transformation.
In the next phase, a critical mass of ICT members was engaged through a series of two-and-a-half-day design sessions to plan the summit. These sessions allowed team members to speak openly about organizational challenges, fostering a safe environment for honest discussions. The design team, including believers and skeptics of change, played a crucial role in shaping the summit's agenda and ensuring diverse perspectives were represented.
The ICT Summit
The summit aimed to accelerate the implementation of ICT’s vision and mission by creating a single, engaged team committed to change. It included a mix of divergent and convergent activities, such as generating ideas, setting priorities, and making collective decisions. The summit's design ensured participants felt safe to express their views openly, fostering trust and collaboration.
Outcomes and Reflections
The large group interventions led to several significant outcomes:
Increased Employee Engagement: ICT achieved the greatest improvement in employee engagement across the company over three years, as measured by the Gallup Q12 survey.
Operational Excellence: Productivity improvements enabled ICT to handle a 25% increase in volume growth while maintaining a flat budget.
Recognition and Awards: ICT, along with its customers, received five 2012 Awards for Excellence, including the Top Award of the Year in the "Drive Improvement and Innovation" category.
Implications for Organizational Development
The case of Airbus' ICT organization demonstrates the power of large group interventions in driving systemic change and improving organizational performance. Key lessons include the importance of aligned leadership, the critical role of the event design team, and the realization that the real work of transformation occurs between large group events.
Conclusion
Large group interventions, such as the Whole Systems Transformation process, are effective tools for achieving significant organizational change. The experience of Airbus' ICT organization highlights the value of strategic alignment, employee engagement, and collaborative problem-solving. At OrgEvo Consulting, we specialize in facilitating large group interventions and other organizational development services to help companies navigate complex transformations and achieve their strategic objectives.
Connect with OrgEvo Consulting
OrgEvo Consulting offers comprehensive services in organizational development, including large group interventions, change management, and strategic planning. Our customized interventions are designed to enhance operational efficiency, foster collaboration, and drive organizational success. Contact us today to learn how we can support your organization.
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