In this article we describe how Bunge managed cultural change during the rollout of a major transnational upgrade to the company’s approach to maintenance and reliability. We begin by examining how social scientists realized that “culture” was a mission-critical dimension of technical change programs. We outline the scope and scale of Bunge’s program for maintenance transformation and go into depth to explain how culture was assessed and brought under management. Our learning from working with 30 Plants across the world will be summarized.
|Title of host publication
|SMRP Conference Proceedings
|Society for Maintenance & Reliability Professionals
|Number of pages
|Published - 15 Oct 2013