BACKGROUND

Argonne National Laboratory, operated by the University of Chicago on behalf of the U.S. Department of Energy, is the home of multiple national research facilities and top scientists from around the globe. The Lab is renowned for its broad range of innovative research that benefits humanity (e.g., sustainable energy, climate, health, etc.) and rich history of scientific breakthroughs.

THE CHALLENGE

A series of safety incidents highlighted a need for greater synchrony in the work planning and control processes being used across the laboratory. While the gaps were not widespread, they impacted every research facility. Resultantly, the lab embarked on a substantial undertaking involving a team of 30 individuals and a network of 300 to provide services to a laboratory population of approximately 4000. Work Planning & Control Project was commissioned as the number 1 strategic priority of the Lab.

THE SOLUTION

We undertook a multi-faceted, comprehensive approach to identifying and eliminating asynchronous work planning and control processes, procedures, and protocols while driving the alignment and adoption of new standards and practices. In addition, we focused on engineering the systemic and structural changes required to enable wide-scale, measurable, and sustainable transformation. Components of the Change Plan included:

Conducting Lab-wide listening sessions to understand the unique challenges, perspectives, and needs of the various lab entities

The formation of a cross-functional, multi-facility Change Network to ensure that vertical and horizontal communications about the cultural transformation underway reached all corners of the lab

The establishment of a monthly Director’s Roundtable gathering to ensure that leaders were equipped with the information, tools, and support needed to drive and sustain the changes that were underway

A comprehensive communications strategy that included: road shows, town hall meetings, workshops, and cross-platform communications

Customized training to close skill gaps and expert coaching to drive adoption

An organizational redesign that included the stand-up of a new Work Planning and Control Office

THE RESULT

Upon review by the DoE, the Lab was deemed compliant with Work Planning & Control requirements. A major cultural transformation was launched and showed evidence of being sustained. In recognition of our efforts, we were awarded the prestigious Pacesetter Award for excellence in project execution.