Railway Age, January 2025 Issue: Let’s face it, the ever-present need for organizational change within the railroad industry can be a complex challenge. Change initiatives can feel like a runaway train—lots of initial momentum but derailing before reaching the station. Truth be told, most studies peg the failure rate between 60% and 70%.
D. Lynn Kelley, a leader with proven experience in driving transformational change at Union Pacific Railroad, says that she learned the hard way. “When I was young, naive, and driven by ambition, I was tapped to lead a company-wide transformation. I was proud that those in charge had recognized my enormous potential and chosen me (of all my seasoned colleagues) to lead this high-profile endeavor. Yeah … right. I failed—spectacularly. My boss lost her job and I barely held onto mine. This failure was the start of a 30-year exploration of why change fails. I read, I experimented, I failed (again and again), I persevered, and steadily saw an increase in the sustainment and success of the change initiatives I led—from a 30% sustainment rate to 95% over hundreds of change initiatives in multiple areas and businesses.”
Kelley, with co-author John Shook, offers a solution in their book, “Change Questions.” Particularly during her tenure as Senior Vice President of Supply Chain and Continuous Improvement at Union Pacific Railroad, “Change Questions” showcases examples of transformational change at Union Pacific over a course of eight years. The book acknowledges the multifaceted nature of change efforts, particularly in industries like railroads where entrenched practices and external factors present unique challenges.
The heart of “Change Questions” lies in an innovative process that acknowledges the individuality of each organizational change endeavor. Unlike rigid methodologies that offer one-size-fits-all solutions, “Change Questions” enables organizations to create different approaches for implementation of change initiatives according to differing organizational needs and challenges. There are 11 essential questions, which ensure that no critical aspect is overlooked, striking a balance between complexity and simplicity to deliver optimal results. By encouraging stakeholders to actively engage with the questions, “Change Questions” fosters a sense of ownership in the change process, leading to greater success and sustainability.
Studies have shown that one of the primary factors leading to the failure of change initiatives is the lack of visible leadership support. Kelley highlights the importance of establishing a supportive management system with appropriate leadership behaviors. The book provides examples of how Union Pacific overcame resistance and aligned leadership behaviors with organizational change goals. These activities incentivized proactive problem-solving and fostered a culture of innovation and collaboration.
Kelley references a study which examined 24 potential success factors for change, identifying three specific success factors within communication. They are: 1) Leaders communicate about the change initiative’s progress and success; 2) Leaders communicate about the change initiative’s implications for individuals in day-to-day work; and 3) Leaders share a consistent change message. The same study found that in companies where leaders address these communications needs, respondents are eight times as likely to report a successful change as those who say this type of communication doesn’t happen.
The “Change Questions” book includes a sample communications plan which was developed with the assistance of the Communications Department at Union Pacific Railroad. The plan can be used by any organization implementing change and it addresses each of these three critical areas.
Most notably, Kelley emphasizes the importance of measuring the impact of change initiatives over time. Through longitudinal studies and rigorous evaluation, organizations can identify areas of success and areas for improvement, ensuring that change efforts remain on track and aligned with strategic objectives.
Kelley’s extensive experience in leading organizational transformation, particularly during her tenure at Union Pacific, serves as a compelling testament to the efficacy of the “Change Questions” approach. Union Pacific achieved remarkable results by using the “Change Questions,” including a dramatic increase in operational performance, employee engagement, and an impressive 95% sustainment rate across hundreds of change initiatives. These tangible outcomes underscore the transformative power of a well-executed change management strategy.
“Change Questions” by D. Lynn Kelley with John Shook offers a valuable resource for organizations navigating change management challenges. With its flexible approach, comprehensive methodology, and focus on sustainability, this progressive book is poised to advance the way organizations approach change. As the pace of organizational change continues to accelerate, “Change Questions” provides a roadmap for success in an ever-evolving business landscape.
Sonia Bot, BMath, MASc, LSS MBB, is a global high-tech executive and strategic executive advisor specializing in complex challenges, excellence in business, operations, technology and innovation, and a published author. Contact her at info@botgroupinc@gmail.com; https://www.linkedin.com/in/soniabot/.
D. Lynn Kelley, Ph.D., is a published author specializing in change management, continuous improvement, operational excellence, lean statistics and supply chain, and a keynote speaker. Contact her at https://www.changequestions.net/; https://www.linkedin.com/in/lynnkelleychange/.
