Here's how you can drive organizational change as an engineering manager using key leadership strategies.

Para mi una parte un area de oportunidad es la aplicación del sentido común y de las herramientas o conocimientos básicos aprendidos en la universidad. En alguna planta me he encontrado que lo que se privilegia y se reconoce es la actividad constante por parte de ingenieros y técnicos, se invierte mucho tiempo en actuar y poco tiempo en pensar, planear y organizar. Para los jefes es preferible ver a los ingenieros correr de una lado para otro aparentando que están muy ocupados, es mal visto que alguien analice, piense y decida como abordar un problema para SOLUCIONARLO, la mayoría de las acciones que se aplican son de contención y esto hace que los problemas aparezcan una, otra y otra vez. Para esto no se requieren ingenieros...

A few years ago, I spearheaded the implementation of a predictive maintenance program at a large mining operation to combat frequent equipment failures and costly downtime. By presenting compelling data on our losses and articulating a clear vision to shift from reactive to predictive maintenance, I effectively communicated the benefits and a detailed implementation roadmap to all stakeholders. Addressing concerns through comprehensive training and demonstrating long-term ROI helped gain buy-in. Actively participating in the process, celebrating early successes, and establishing regular review meetings ensured sustained commitment and continuous improvement. This experience underscored the importance of clear vision casting...

Having a clear and compelling vision is essential if change is to be successful. It is far easier to drive change with the Team who understands and shares your Vision, but you can't let the Team alter the Vision simply to get buy-in. Just ensure it is communicated effectively and drive toward it together. Your job is to bring the Team along, even if they struggle to see the benefits of change at the early stages.

Vision casting emphasis on articulating a clear vision, connecting it to team values, and inspiring the team are fundamental components of effective vision casting. By incorporating specific communication strategies, addressing resistance, and maintaining ongoing engagement, leaders can significantly enhance their ability to guide their teams through successful transformations.

Steps to be followed: - Create a business model, detailing the products and services you provide. - Detail the engineering requirements for each products/service, regardless the available resources and assets. - Evaluate your available resources & assets, including engineering team members, licensed engineering SW packages, team knowledge on the product and service you provide. - List the shortage in resources and assets. - Create a roadmap to secure the shortages, priority-wise (SW packages & licenses /engineering certifications, etc.). - Create a leaning roadmap for team members. - Grow the teamwork. - Provide a formula for man-hour per each task/service type. - Plan to hire skills for drop tasks if short. - Create a benefit policy.

1. Communicate : Clearly describe “what” behind the change. 2. Collaborate.Bringing people together to plan and execute change is critical. 3.Commit.: Make sure our own beliefs and behaviors support the change, too.

1. Defini??o Clara de Objetivos 2. Análise SWOT 3. Envolvimento da Equipe 4. Comunica??o Eficaz 5. Gest?o de Mudan?as 6. Medi??o e Avalia??o 7. Cultura de Inova??o

As an engineering manager, driving organizational change requires strategic planning. Define clear goals, align efforts, and anticipate challenges. Empower your team with a roadmap to success, nurture continuous improvement, and adapt to change. Lead with purpose, guide towards excellence, and shape a future of growth and resilience.

As engineering managers, we should guide our teams through organizational change with a strategic plan: 1. Align & Conquer: Translate organizational goals into actionable engineering objectives, ensuring impactful results. 2. Future Focus: Plan with a long-term vision, considering future industry trends and technological advancements. 3. Resourceful Leadership: Identify resource needs and make informed decisions on staffing, technology, and training. 4. Communicate & Collaborate: Involve engineers in planning and clearly explain the "why" to foster buy-in and momentum. With strategic planning, we become powerful change leaders. #leadership #engineering

Once your vision is established, develop a strategic plan with SMART goals: specific, measurable, achievable, relevant, and time-bound. Ensure flexibility to adapt to unforeseen challenges while staying focused on the end goal. Involve your team in planning to leverage their expertise and ensure buy-in. For instance, while integrating a new platform offerings in products, engaging engineers in setting milestones led to a smoother, more committed implementation.

Mi forma de influir en la cultura es cambiar la mentalidad de los colaboradores, en los cuales detecté, actitudes contrarias a la cultura de la organización, ver aquellos elementos disfuncionales a los objetivos del negocio. Evidentemente no lo realizo como obligación, si no que haciéndolos participes de estos cambios. Debemos analizar bien la cultura organizacional, ya que si no lo hacemos, ésta se comerá a la estrategia y/o se comerá a los cambios. Por lo tanto, se debe ver la cultura de forma neutral. ?Cómo lo hago? -Potenciando los talentos. -Desarrollando culturas de aprendizajes. -Aplicando liderazgos participativos e inclusivos. -Inspirando desde el corazón.

Driving change as an engineering manager involves influencing culture. Lead by example, foster collaboration, innovation, and adaptability. Empower employees to embrace change, seek feedback, and celebrate wins. Shape a culture that values growth and resilience to inspire lasting transformation.

Celebrating small achievements is crucial to improving the team climate, strengthening teamwork, reinforcing positive behaviors and increasing resilience in the face of challenges. Additionally, celebrating small milestones promotes continuous improvement and encourages innovation, creating a more positive and productive work environment.

Lead by example, embrace the change yourself and model the behaviors you want to see in your team. This builds credibility and shows your commitment to the initiative. Identify key influencers within the organization and get them on board with the change. Their support can help create momentum and overcome resistance.

The culture within your engineering team can either accelerate or hinder change. As a manager, shape this culture by modeling desired behaviors. Encourage open communication, collaboration, and continuous learning. Recognize and reward behaviors that align with your new direction. Over time, these actions will permeate the team, creating an environment where change is not only accepted but expected. For example, celebrating small wins during a transition to Agile practices can reinforce positive change.

The key word here is COLLABORATION!!! as leaders the quickest way to get the best out of team members is through Collaboration, giving team members the empowerment to give valuable suggestions and feel free to share their opinions without fear , working together with them respectfully irrespective of their level builds a team into a stronger and more formidable unit. In Engineering no one knows it all, the least experienced team member sometimes provide the solution to the most complex of problems. By empowering team members leaders not only enjoy a vibrant and healthy work environment they also have the freedom to focus on strategic planning because they have a team that works through empowerment and collaboration.

Empowerment is often misunderstood. If a team leader feels the need to 'empower' their team, is it truly empowerment? Instead, consider, - Enabling autonomy within defined boundaries - Communicating problems to solve and shared goals with your team - Facilitating a shared understanding By doing so, you create an environment where team members naturally feel empowered and can contribute effectively.

Empowering teams is vital for driving organizational change as an engineering manager. Delegate authority, foster autonomy, and build trust to unleash team potential and foster innovation. Provide resources, support development, and create a collaborative environment. Empower individuals to take ownership, experiment, and adapt. Investing in team growth builds a resilient, high-performing team capable of leading successful change initiatives.

Managing engineers is like coaching football stars. You can't play the game for them and sure your people will make mistakes. Your best bet is to train and empower your people to fight and win their own battles.

Para termos uma equipe engajada e comprometida com o as entregas, sem dúvidas, passamos pela capacita??o de todos os membros, fazendo uma verdadeira transforma??o em cada setor. Podemos ver a m glória no desempenho dos colaboradores após passarem por uma capacita??o, seja esta, voltada para o lado corporativo ou até mesmo algum treinamento comportamental ou pessoal. A melhoria vem com o treinamento e os resultados afloram.

A maior parte das pessoas e portanto dos perfis psicológicos, é resistente a mudan?a, especialmente quando falamos de profissionais com uma longa jornada profissional e alto nível de qualifica??o. Como digo, mudan?as, necessitam de grande engajamento da lideran?a e de uma dedica??o às pessoas, entendimento de perfis e relacionamentos relevante, na minha experiência, cerca de 30% do tempo. Nesta atividade, o que mais vale a pena se dedicar, é em transmitir a estratégia, entender os perfis, com uma comunica??o adequada, honesta e que motive a equipe. Gerir pessoas é central quando falamos em gerir equipes eficientemente.

Un punto importante para vencer la resistencia es la capacitación y la comunicacion clara de los beneficios pues uno de los temores del cambio es no saber como hacer las cosas que se cambiaron.

Managing resistance is vital in driving organizational change as an engineering manager. Acknowledge and address fears and uncertainties by communicating openly and listening actively. Involve employees, show empathy, and provide support during the transition. By managing resistance effectively, you can ensure a smoother change implementation and foster team commitment to the new direction.

Managing resistance to change is one of the most challenging obstacles to overcome. Actively listening to the team's concerns and addressing them with factual information is crucial. Patience and determination, combined with a steadfast focus on the ultimate goal, are the main strategies I employed. Building trust through transparency and consistent communication, while celebrating progress and fostering a collaborative environment, further helps in guiding the team through the transition. By understanding and empathizing with their apprehensions, we can transform resistance into resilience and collective strength.

Every day is an opportunity for improvement. I wake up with a desire to excel in both life and work, believing that everything can be enhanced with dedication and effort, even when the path is challenging. I encourage my teams to adopt a mindset of continuous improvement, consistently asking, "Can this design be made more cost-effective or higher performing?" I challenge them to always question, "Is this truly the best solution?" By fostering this culture of relentless pursuit of excellence, we drive innovation and achieve remarkable results.

Organisational change is an ongoing process on projects to match the engineering team structure to the project phase, the transition between phases, attrition, and reassignment. From an early stage, communicate the strategy, insights, and lessons learned applied so that there are no surprises. Matching the organisation to current needs through continuous management to consciously give team members the opportunity to learn, develop, be stretched and challenged, and be promoted so that the changes are seen in a positive light and welcomed. Plan and manage the transitions well, seeking feedback on concerns, areas for further boundary & roles definition, and what is working. Seek gaps created by the change and act swiftly to address them.

Standing still and not challenging the status quo can be detrimental, leading to stagnation, missed opportunities, and decreased competitiveness. Embracing continuous improvement (CI) ensures organisations are always adapting to business needs by fostering a culture that encourages questioning norms, generating new ideas, and making proactive adjustments. CI practices such as the Kaizen approach and lean principles help maintain agility and flexibility, allowing for ongoing learning and development. Engaging employees, setting clear objectives, measuring progress, and celebrating successes create a dynamic environment that sustains competitive advantage and meets evolving market demands

View organizational change as a continuous process, not a one-time event. **Encourage team feedback** and adjust your strategy as needed. Celebrate milestones and learn from setbacks. By adopting a mindset of continuous improvement, you ensure your team remains agile and responsive to evolving engineering demands. For example, regularly reviewing code quality metrics and iterating on best practices keeps the team sharp and adaptive.

Nossa, como gosto desse tema, o que falar de melhoria continua, dos seu benefícios e até mesmo das conquistas. Uma ferramenta muito utilizada e que anda lado a lado, o 5S, sendo utilizada e aplicada nos setores diversos da empresa e, quando bem elaborados e aplicados na prática, o resultante é latente, impressionante e até um divisor de águas, quando vemos o antes e o depois.

(1) Find influential team members who can advocate for the change and help motivate others. (2) Work with other departments and stakeholders to build a coalition that supports the change initiative.

Get buy-in from your leaders! If you manage to get noticed and noted for your initiatives, and build the necessary trust, you will have an easier path to influence and effect change in your organization. This will also allow you to empower your teams in the same way, cause you will have built enough credit to allow them to fail-forward and try new things, without being at risk of having to "get it right the first time".

In addition to the core 6 strategies given here, you should build trust through consistency and transparency. Communicate effectively with regular updates and open dialogue. Provide necessary training and engage stakeholders for support. Use data to make informed decisions and stay flexible to adapt to challenges. Celebrate successes, empower influential team members, and proactively manage risks with contingency plans. Ensure changes are integrated into daily operations for long-term sustainability. These additional steps will help make the transition smoother and more successful.