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16 DESIGN007 MAGAZINE I JULY 2020 They grew up very much apart with different charters, and in some instances, those charters were 180 degrees out of phase. Now, we have conversations with our clients around, "If your IT folks haven't met your OT folks, I wouldn't spend dollar number one on a digital transformation deployment plan. I'd try and get them together over lunch first so that you can have dialogue around the criticality of their close alignment moving forward." There are organizational implications. It's about how you deploy people beyond getting them involved in the process and comfortable with where and why you're going to go somewhere different. You have to look at how you're struc- tured and contemplate if that is going to work in the long term. We talk about organizational alignment dynamics and how to create global process owners where you used to have local process owners; unfortunately, this continues to perpetuate the silos of ingenuity and cre- ativity, which aren't bad. But in our company many years ago, when they weren't globally deployable or extensible, they weren't going to solve our corporation's problems. Barry Matties: One of the things you're talking about is a cultural shift because, in many cases, you've been with the company for decades, and in a lot of cases, employees see manage- ment fads come and go. Call it what you will, but you're describing a lot of TQM principles. How do you get the employees to buy-in in a meaningful way? That must be a challenging aspect. Murphy: It is, and there have to be proof points. You have to get to some phase of change that involves the people, processes, and technolo- gies. It has to be the evidence that demands a verdict that that was worth the trip. The best and most effective way to engender people wanting to get on the train versus not wanting to think about buying a ticket is to start small with a proof point of how people, processes, and technologies can transform a process, plant, or enterprise if they work well together. If you start small and create those proof points, they're hard to argue. Let me give you an example. I mentioned that we stood up six new plants across the globe. Logic would dictate that if one of those new plants—and this wasn't an if because they all eventually did—started a process with brand- new people wearing a Rockwell Automation badge, in three months, the people, processes, and capabilities outperformed a plant which had been doing that function for 20 years. Peo- ple recognized that, and their responses were, "That's phenomenal. I want that. How do I get that? What shelf do I buy it on?" Others perceived that they were being lapped, won- dered if it was good for them, and asked, "How did that new entity outshine me?" Still, others said, "Show me again. It worked for you once, but maybe you got lucky. Let's see two or three other similarly difficult processes performed well with new people in a new area." That's all fair, but we try to be respectful of all of those different responses to new pro- cesses being launched. We ensured that as one process began to outperform its legacy some- where else, the last thing we were going to do was call somebody green and somebody else red from a performance standpoint. Rather, we created a role for the first time called the global process owner. One of the processes that Rockwell deploys across many of our plants is making PCB assemblies. It's hundreds of very fine-precision parts mounted on a PCB, and together, they make a circuit(s) to perform a function. In the past, within Rockwell, every plant that conducted that function had its own process engineering and edge applications that bolted onto the assembly equipment. The chip shoot- ers, reflow ovens, optical inspection devices, You have to look at how you're structured and contemplate if that is going to work in the long term.