Barriers to change stop engineers from innovating. New technology can help change management.

If you talk to any of the top management in large engineering organizations, they will undoubtedly say that they want to push their decision-makers and engineering to adopt more streamlined work processes, to do more with less. They want their frontline engineers to increase the productivity of common work processes, to monitor cost alongside manufacturability and to adopt the best new technology to improve upon the status quo. And then they're frustrated when they find that it's hard to get buy-in from engineering.

What common barriers to organizational change are these teams missing? And how can they go about overcoming the barriers to change so that the culture change can happen to adopt new technology in the short term and to adapt work processes to reduce workload and increase productivity in the long term. For this conversation, I'm delighted to have Mark Rushton, an engineer with an in-depth understanding of the barriers to change within engineering organizations, especially when it comes to the adoption of new technology that can help engineers work smarter, more efficiently and with less change projects, if only they adopt it. Mark is going to shed light on different types of barriers to change, emotional, tactical even political that inhibit change and stifle innovation. And also what effective communication strategies can help frontline engineers overcome barriers to change.