How Volvo CE Removed Silos Between Teams

Volvo CE faced a fragmented IT landscape with four separate product data management systems, which hindered innovation and consumed most of their investment capacity. To unify processes, the company implemented PTC Windchill to create a digital thread and improve cross-functional collaboration. However, the true challenge lay in cultural change management across a massive, established organization with limited budget and complex, pre-existing workflows.

Instead of imposing top-down mandates, Volvo CE created 'pull'—an organizational desire for change—by involving stakeholders from all levels in the vision definition. This was achieved through Acceleration Workshops and a 'house' of PLM building blocks that visualized the transition from 'as-is' to 'to-be' workflows. By using prototypes and the Value-Ready Deployment (VRD) methodology, the team earned the trust of frontline employees and leadership alike.

The program utilized weekly 'Pulse meetings' to manage the value flow and address technical or cultural obstacles in real-time. By applying the ADKAR (Awareness, Desire, Knowledge, Ability, and Reinforcement) model and employing frontline early adopters as change agents, the organization enabled a 'viral' spread of new practices. This agile framework allowed for constant feedback, ensuring that changes effectively aligned with specific local needs and business goals.

Today, Volvo CE has trained nearly 3,000 users and deployed Windchill across 15 sites, successfully replacing three legacy systems with progress toward the fourth. Key leadership lessons include maintaining a strict value-stream perspective, managing soft aspects of change through dedicated weekly meetings, and leveraging hands-on collaboration to ensure the technology solution directly addresses user pain points.