In 2014, we sold maturing our business rules and process management capabilities to our executive team. In 2015, we brought in 2 consultancies and with their help had success on 2015 pilots.  This enabled us to sell a multi-million $, multi- year program to our Board of Directors, the CIOs and COOs of the seven Class 1 railroads. In 2016, we are taking our program enterprise wide by engaging all 5 Railinc product lines with change implications on our SDLC processes, business and IT roles and responsibilities and adding auditing requirements.  The rate and volume of change takes a highly organized and coordinated effort covering all of the components of a program to help make it successful and sustainable. We will show the work stream design of our program which includes; business assessments, technical assessments, learn by doing’s, metrics, governance, proof of concepts, training and an application modernization portfolio all wrapped in overarching change management and program management techniques.

Learning objectives:

• Designing a Program for Sustainable Change
• Making Culture Change Real
• Balancing individual motivations with company strategy