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24.08.2015
This major development program to expand the capacity of Abu Dhabi International Airport is transforming it into a world-class facility that can accommodate the expected growth in passenger numbers over the next decade.
The works incorporate a wide range of aviation facilities both airside and landside including civils and utilities, support buildings and also related commercial development zones comprising offices, hotels, industrial and retail. AECOM has provided a number of services to date, including validating the cost (CAPEX and OPEX) and the associated schedule related to the entire program of works. Traditional change management has been around for decades, but is the same old approach really enough to make a difference? How to get lasting behavior change and great results while unlocking engagement and passion. Results Delivery is embedded in every Bain engagement and increases the likelihood of success. Inspire deep commitment: Develop leadership talent and ensure that leaders work effectively together. Managing change effectively is a source of competitive advantage, yet few organizations do it well. In a Bain survey, 70 percent of companies said they failed to realize the expected results from recent change initiatives. A study of 184 global companies and decades of experience with our clients has helped us create a differentiated point of view of what truly drives results. Typical change management suggests that much about change is irrational and hard to predict. Many organizations install a change successfully, but then stumble when they try to realize the anticipated benefits.
A pharma company navigates post-integration obstacles to achieve the promise of an acquisition. Our change management insights, approach and recommendations are highly customized and lead to practical actions. Addressing a few key questions will change your perspective and raise your odds of success.


Major change initiatives provoke wild mood swings, which cloud people’s judgment and lead to bad decisions. In addition to the leaders listed above, we have an extensive and diverse team of experts ready to serve the needs of clients worldwide. When implementing an organizational transformation, it's important to remember the human element.
Challenges included defining the composite scope of a rapidly changing mega-development program, identifying key project interdependencies and interim milestones and introducing new program-wide risk management tools. Ensure that leaders are aligned, committed to this vision and ready to enroll the entire organization. Build a healthy Sponsorship Spine: apply an intentional process to cascade commitment along the spine through the front line and activate key influencers. Establish feedback loops and response mechanisms to enable solutions to evolve as needed to ensure enduring results.
And to get these new behaviors to stick, they need to be reinforced and celebrated by a connected group of sponsors throughout the organization, the Sponsorship Spine.
It takes time, focus, determination and planning for a future where, even with the best of intentions, things are likely to veer off course. We work to understand their reality and deliver true results—focusing on strategic decisions and practical actions. Redesigned decision processes resulted in improved profits and effectiveness of the division. Below is a selection of our experts' most recent perspectives, visit Results Delivery Insights or Bain Insights to read more. Companies that have mastered change know how to anticipate those swings and counter the serious risks they create. All Bain teams have experience with this area; however, we have a core team of experts that is dedicated to our Results Delivery approach. Identify the vital few behaviors that drive the most results, and reinforce them with timely, positive and consistent consequences.


Most change management programs stall because organizations fail to consider risks of change delivery and implementation. Bain is a partner with the experience to help navigate these tricky waters and help your organization deliver lasting results.
And we align our incentives with our clients' objectives, so they know we're in it together.
We work as an integrated part of your team, from frontline to C-suite, to deliver true results and make the changes stick.
Our approach to Results Delivery® focuses on predicting, measuring and managing risk associated with the change from day one. A simple risk assessment at the outset can identify specific risks early, and providing a simple, practical set of actions that dramatically improve the odds of success. The result: A considerable increase in the odds of success and the support of Bain experts and dedicated partners within the client's organization who are focused on achieving it. Executives who fail to identify and manage the few critical behaviors that need to change will face an uphill battle.
An unbroken chain from the frontline to the C-suite will ensure that people at every level understand their roles and are ready to engage. The biggest difference between successful and unsuccessful change efforts is breaking past installation and onto realization.
Sponsorship is a cascading process and a "black hole" anywhere along the line will stop the change process below it. Program managers and senior leaders must continually monitor the health of the Sponsorship Spine, because it is essential to achieving results.



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