{"id":56891,"date":"2025-12-22T14:49:57","date_gmt":"2025-12-22T14:49:57","guid":{"rendered":"https:\/\/manufacturing-today.com\/?p=56891"},"modified":"2025-12-22T14:50:02","modified_gmt":"2025-12-22T14:50:02","slug":"a-qa-with-rosie-evans-krimme-reveals-that-the-success-of-transformation-is-determined-by-people-not-processes","status":"publish","type":"post","link":"https:\/\/manufacturing-today.com\/news\/a-qa-with-rosie-evans-krimme-reveals-that-the-success-of-transformation-is-determined-by-people-not-processes\/","title":{"rendered":"A Q&A with Rosie Evans Krimme reveals that the success of transformation is\u00a0determined\u00a0by people, not processes\u00a0"},"content":{"rendered":"\n

<\/p>\n\n\n

As manufacturing continues its rapid digital evolution, organizations are investing heavily in\u00a0new technologies, systems, and processes. Yet, transformation programs still often\u00a0fail to\u00a0deliver their full promise. This is because success hinges as much on people\u2019s willingness to adapt as on the tools themselves.<\/span>\u00a0<\/span><\/p>\n

We spoke to Rosie Evans Krimme, Director Innovation Lab & Behavioural Science at\u00a0CoachHub, to explore how manufacturers can better manage the human side of transformation and why coaching can be a powerful lever for lasting change.<\/span>\u00a0<\/span><\/p>\n

Rosie, could you start by telling us a little about yourself and your work at\u00a0CoachHub?\u00a0<\/h2>\n

Of course.\u00a0I\u2019m\u00a0a\u00a0behavioral\u00a0scientist with a background in coaching and psychology. At\u00a0CoachHub, I lead my team who effectively design,\u00a0implement\u00a0and evaluate coaching programs and create digital and AI coaching products that support employees and leaders through transformation.<\/span>\u00a0<\/span><\/p>\n

Our work is grounded in\u00a0behavioral\u00a0science: understanding of human\u00a0behavior\u00a0and experiences in the workplace to improve both employee well-being and organizational performance.<\/span>\u00a0<\/span><\/p>\n

Many transformation programs\u00a0fail to\u00a0achieve their goals. From your perspective, why does that happen?\u00a0<\/h2>\n

Transformation programs routinely fail, with studies showing a 70 percent to 95 percent risk of failure. This is because organizations prioritize technical systems\"professional and strategy while critically neglecting the human experience of change. This failure stems from insufficient employee involvement, leading to resistance and misunderstanding of benefits, a fundamental lack of organizational agility where structures and managers do not support the new direction, and a failure to quickly re- and upskill to meet complex market forces.<\/span>\u00a0<\/span><\/p>\n

Organizations can also often overlook human factors, such as transformation fatigue, which is the emotional and cognitive depletion among staff.<\/span>\u00a0<\/span><\/p>\n

What makes people such a critical success factor in transformation, especially in manufacturing?\u00a0<\/h2>\n

People are critical because they supply the\u00a0behavioral\u00a0flexibility\u00a0required\u00a0to overcome the industry\u2019s traditional rigidity and integrate\u00a0new technology. While manufacturing excels at precision and control, modern transformation demands experimentation and adaptation, which are exclusively human qualities.<\/span>\u00a0<\/span><\/p>\n

The workforce must continuously learn, unlearn, and relearn to adapt to automation and data-driven factories, shifting their mindset from control to curiosity. Machines handle routine tasks, but humans provide the creativity, judgment, and resilience necessary to solve novel problems and drive innovation. This human factor is especially critical because leaders often fall into the \u2018engineering project\u2019 trap, focusing solely on tangible technical elements and neglecting the crucial need for trust, belonging, and psychological safety.<\/span>\u00a0<\/span><\/p>\n

Furthermore, middle managers can become a bottleneck, preventing the frontline operators from successfully adopting new systems.<\/span>\u00a0<\/span><\/p>\n

How does coaching help leaders and teams navigate those kinds of shifts?<\/h2>\n

Coaching directly tackles the human factors that\u00a0determine\u00a0success. It develops \u2018change leadership\u2019 by encouraging vulnerability and helping leaders translate the change\u2019s purpose to foster commitment. Critically, coaching builds psychological\u00a0safety necessary for honest dialogue and experimentation, which counteracts the traditional manufacturing aversion to \u2018failing fast.\u2019<\/span>\u00a0<\/span><\/p>\n

By supporting middle managers and developing the workforce\u2019s\u00a0behavioral\u00a0flexibility, the ability to learn and adapt, coaching ensures that new technical systems are genuinely adopted and maximized by resilient, creative people.<\/span>\u00a0<\/span><\/p>\n

Do you see any patterns in how manufacturing leaders approach transformation compared with other industries?\u00a0<\/h2>\n

Yes, manufacturing leaders\u00a0exhibit\u00a0distinct patterns, driven by the industry\u2019s deep-rooted culture of precision and physical assets. This strong emphasis on control and consistency makes it exceptionally challenging to embrace the experimentation approach necessary for innovation.<\/span>\u00a0<\/span><\/p>\n

Consequently, manufacturing leaders often need to be coached to unlearn their core strengths and pivot toward fostering psychological safety and curiosity to empower their workforce and enable true system adoption.<\/span>\u00a0<\/span><\/p>\n

What practical steps can organizations take to embed a coaching culture within their change initiatives?\u00a0<\/h2>\n

Organizations must train leaders to coach and integrate coaching into the change process itself. This starts by making \u2018leader as coach\u2019 training mandatory for all managers, focusing on deep listening and empowering questioning to foster psychological safety.<\/span>\u00a0<\/span><\/p>\n

Crucially, leaders must model this vulnerability from the top. The change effort must then be designed using coaching principles, ensuring teams co-create the \u2018why\u2019 behind the transformation rather than just receiving mandates.<\/span>\u00a0<\/span><\/p>\n

What misconceptions do organizations often have about coaching in this context?\u00a0<\/h2>\n

Organizations\u00a0frequently\u00a0hold several key misconceptions about coaching during transformation, which undermine its effectiveness. They often mistakenly believe that coaching is merely an expensive, standalone remedial benefit reserved only for senior\u00a0leaders, when\u00a0it must be integrated into the business process and made accessible to everyone.<\/span>\u00a0<\/span><\/p>\n

Furthermore, they view coaching as too slow for rapid change,\u00a0failing to realize\u00a0that its focus on individual needs\u00a0actually accelerates\u00a0learning and adaptability faster than mass training.<\/span>\u00a0<\/span><\/p>\n

If you could give one piece of advice to manufacturing leaders embarking on transformation, what would it be?\u00a0<\/h2>\n

Prioritize human transformation first by intentionally shifting the organizational culture. Success depends not on how efficiently new technical systems are installed, but on the\u00a0behavioral\u00a0flexibility and psychological safety that leader\u2019s model and empower in their people, and ensure that the workforce adapts, adopts, and sustains continuous change.\u00a0<\/span>\u00a0<\/span><\/p>\n

Rosie Evans Krimme\u00a0\u00a0<\/strong><\/p>\n

www.coachhub.com\u00a0<\/strong><\/a><\/p>\n

Rosie Evans Krimme is Director Innovation Lab & Behavioural Science at\u00a0CoachHub.\u00a0CoachHub\u00a0is the leading global talent development platform that enables organizations to create personalized,\u00a0measurable\u00a0and scalable coaching programs for their entire workforce, regardless of department and seniority level.\u00a0CoachHub\u2019s\u00a0global pool of coaches is\u00a0comprised\u00a0of over 3,500 certified business coaches in 90 countries across six continents with coaching sessions available in over 80 languages.\u00a0<\/em><\/p>","protected":false},"excerpt":{"rendered":"

As manufacturing continues its rapid digital evolution, organizations are investing heavily in\u00a0new technologies, systems, and processes. Yet, transformation programs still often\u00a0fail to\u00a0deliver their full promise. This is because success hinges as much on people\u2019s willingness to adapt as on the tools themselves.\u00a0<\/p>\n","protected":false},"author":6,"featured_media":56892,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","footnotes":""},"categories":[2],"tags":[26,4149,4150],"class_list":["post-56891","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-features","tag-human-resources","tag-rosie-evans-krimme","tag-coachhub"],"acf":[],"yoast_head":"\nA Q&A with Rosie Evans Krimme reveals that the success of transformation is\u00a0determined\u00a0by people, not processes\u00a0<\/title>\n<meta name=\"description\" content=\"As manufacturing continues its rapid digital evolution, organizations are investing heavily in\u00a0new technologies, systems, and processes.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, 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