Turning Mandates Into Movement
When a transformation is driven by regulation, the “why” is non-negotiable. But the “how” still defines success.
This case took place within a larger certification-driven transformation, and focused specifically on how to build readiness, understanding, and engagement across the many teams impacted.
The challenge? Support the rollout of new processes, roles, and tools—while helping people not just comply, but actually embrace the change.
The Challenge
Beyond Compliance: Making Change Stick
The EASA regulation required the company to produce Instructions for Continued Airworthiness (ICA) that were timely, complete, and aligned with actual aircraft configurations.
But just meeting that requirement on paper wouldn’t be enough.
The transformation touched nearly every part of the Support & Services organization—from technical data teams and maintenance experts to engineering and program leads. The obstacles were real:
- Low ownership: People felt changes were being “done to them,” not with them
- Unclear roles and skills: Teams were uncertain about what would change and what was expected
- Fatigue and burnout: Years of unstable direction had eroded trust in the transformation
- Outdated training structures: Existing materials didn’t match the new methods or roles
It wasn’t just a question of communication—it was a question of building a credible support system that acknowledged people’s pain points and enabled real performance.
Our Approach
From Mandate to Movement
I led the change management stream with the customer, shaping both the strategy and the execution architecture. Our approach combined empathy, structure, and practical delivery:
1. Change Strategy and Network Activation
- Created a structured Change Maker Network with defined roles, scopes, and KPIs
- Developed stakeholder empathy plans to surface fears, blockers, and hopes
- Facilitated dedicated workshops for transversal functions and product leaders
- Supported internal alignment between Engineering and Support teams to smooth coordination
2. Competency Mapping & Role Definition
- Conducted gap analysis between current vs. future roles, missions, and required skills
- Proposed updated role definitions for key positions (e.g. MFT Leader, Configuration Coordinator)
- Defined collaboration models and SLAs(Service Level Agreement) across departments
3. Training Architecture and Delivery
- Co-developed e-learning content (e.g. E2E Change, Production Management)
- Coordinated 40+ live training sessions across teams
- Designed training paths per métier, including onboarding kits and progression models
- Trained trainers and provided pedagogic support, achieving:
- 100% attendance on E2E Change sessions
- 86% satisfaction rate on larger rollout cohorts
4. Impact Monitoring and Communications
- Developed performance indicators to track change absorption and resistance levels
- Monitored maturity of change “bricks” and associated deliverables
- Maintained frequent communication:
- 25 Gemba & Speak-up sessions
- 15 cross-entity presentations
- Weekly project updates and dashboards
- Aligned executive briefings with ground-level signals
What We Delivered
✅ Structured, Scalable Change Framework
- Change network with clear responsibilities
- Communication kits and empathy maps
- Aligned understanding of role evolutions and support needs
✅ Comprehensive Training Rollout
- 40 training sessions + e-learning content deployed
- Audience-specific paths for coaching, upskilling, and onboarding
- Coordinated team of coaches and facilitators across departments
✅ Performance Monitoring and Feedback
- Impact indicators embedded in transformation dashboards
- Tools to gather user feedback, track adoption levels, and refine materials in real-time
The Impact
- The change network supported operational readiness across multiple transformation work streams
- Teams gained clarity on their evolving roles and responsibilities
- Leadership had clear visibility into progress, risks, and training effectiveness
- Transformation impact moved beyond compliance into actual operational adoption
And most importantly: while the broader transformation remained challenging, the change stream created a sense of trust, structure, and real movement for those involved.
Reflections
This was one of the most demanding—and instructive—change projects I’ve ever led.
Why? Because it revealed the limits of ambition when change isn’t co-owned. Despite the complexity, when we gave people voice, clarity, and support, they stepped up.
Change doesn’t happen because it’s mandatory. It happens because it’s made human.
That lesson stayed with me—and shaped how I design change architecture to this day.
Meta Description
How a structured change management stream supported a high-stakes regulatory transformation by enabling role clarity, training delivery, and impact monitoring across a complex aerospace program.