Change-Inducing Model for the Field Units: The Organizational Transformation to Data-Based Fleet Management
Marjasvaara, Aki (2017)
Metropolia Ammattikorkeakoulu
2017
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2017052510262
https://urn.fi/URN:NBN:fi:amk-2017052510262
Tiivistelmä
This thesis explores the management measures and models that are needed when aiming to introduce new data-based fleet management in an asset-intensive organization.
This study is carried out according to the Action research approach because it provides the needed observations and allows the reflection on the case company’s field units’ operational realities. It also allows the engaging of the field employees in the creation of the new processes. The research design consists of five stages. As the proposal is built to be implemented in the field unit, the field employees were participating in all of the data collection phases. The theories of change management, organizational learning and fleet asset management are used as the foundation in the solution building.
The outcome of this thesis is a change-inducing model that is based on a well-established change management model, essential processes of organizational learning and best practices of data-based fleet management. The proposed solution allows the management to lead the organization through a transformation process that facilitates the implementation of the data-based fleet management, and simultaneously takes into account the motivation of individuals and enhances the organizational learning. It also provides clearly perceivable steps that can be followed by the management and it also suggests simultaneous organizational measures that can be taken when leading the case company through the heat of the organizational change.
As most of the so-called low-hanging fruits are utilized in the development of businesses, the creating of new competitiveness can require rising to a new level of complexity. Utilization of big data and capitalization of ecosystems present a complex development opportunity for such purposes. So that the applicable solutions could provide benefits, the transformation needs should go deep into the organization’s operations and reach the level of the individuals’ choices’. Without this adaptive change, the transformation can be limited just to the introduction of technical solutions.
This study is carried out according to the Action research approach because it provides the needed observations and allows the reflection on the case company’s field units’ operational realities. It also allows the engaging of the field employees in the creation of the new processes. The research design consists of five stages. As the proposal is built to be implemented in the field unit, the field employees were participating in all of the data collection phases. The theories of change management, organizational learning and fleet asset management are used as the foundation in the solution building.
The outcome of this thesis is a change-inducing model that is based on a well-established change management model, essential processes of organizational learning and best practices of data-based fleet management. The proposed solution allows the management to lead the organization through a transformation process that facilitates the implementation of the data-based fleet management, and simultaneously takes into account the motivation of individuals and enhances the organizational learning. It also provides clearly perceivable steps that can be followed by the management and it also suggests simultaneous organizational measures that can be taken when leading the case company through the heat of the organizational change.
As most of the so-called low-hanging fruits are utilized in the development of businesses, the creating of new competitiveness can require rising to a new level of complexity. Utilization of big data and capitalization of ecosystems present a complex development opportunity for such purposes. So that the applicable solutions could provide benefits, the transformation needs should go deep into the organization’s operations and reach the level of the individuals’ choices’. Without this adaptive change, the transformation can be limited just to the introduction of technical solutions.