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Home » News & Insight » Crew to CFO: How to Build Trust in Transformation

Crew to CFO: How to Build Trust in Transformation

Technology doesn’t drive adoption—people do. Especially in complex organizations like utilities where long-tenured employees have dedicated their working lives to providing essential, life-dependent services like electricity and natural gas.

Technology doesn’t drive transformation. People do. And in complex, capital-intensive environments like utilities, success depends not just on what you implement—but who believes in it. How will you know you’ve successfully embraced change? When the organization that designed the new system personally “owns” the solutions and all the decisions made along the journey. When they enthusiastically train their peers and champion the new system and, ultimately, when they rally and stand shoulder-to-shoulder with management at go-live.

Most digital transformations grossly underestimate the human side of change. Customers (and system integrators) roll out enterprise systems without soliciting meaningful operational input; they assume user training equals user adoption, and sadly treat field employees as afterthoughts. Those that question project leadership are branded as “change resistors” or “the old guard”. Concerns are routinely dismissed, instead of engaging with these individuals to understand why they’re asking the question, why they’re challenging the solution, and why they’re questioning the decision.

Successful change management means venturing into sometimes uncomfortable territory. It means many difficult conversations, with open and honest opinions expressed. It means challenging the status quo. It means decisions get made, in the light of day and with full transparency. And in the end, it results in alignment achieved with the care and respect that it demands and deserves. When this approach is used, disengagement, friction, and a silent resistance that kills momentum is avoided. Instead, you get increased project velocity, and a sense of pride and willingness to drive through and beyond the change curve.

Real transformation isn’t about launching software. It’s about building trust.

Why Trust Matters in Utility Transformation

Utility operations are largely built on institutional knowledge and a pride of ownership. The operations staff you’ll be attempting to influence has helped to design, engineer, and build the system that’s operated on a daily basis. In some cases, their parents helped build the system they now work on. As the largest continuous piece of operating industrial machinery on earth, utilities have their own personalities, their own idiosyncrasies, and they demand deep knowledge. This is a culture that values reliability over novelty, and embraces the ethos of “if it’s not broken, why fix it?” When new systems are introduced without honoring this culture, the change feels imposed, not co-created.

Trust must be earned at every layer:

Designers and Engineers need to know that their designs are faithfully adherent to the company’s engineering and construction standards, they comply with good engineering practices, and they’re the most cost-effective and reliable solutions.
Field workers need to know that new systems won’t slow them down, increase risk, or ignore the way that work really happens. They need to know they’ll continue to be able to operate nimbly, all while staying safe working in often hazardous conditions.
Customer Service needs to know what’s most important to customers- the status of the energized system that provides customer’s essential service when they need it – during a storm, during an outage, a new connection, an upgraded panel, or a new EV charging station.
Finance needs the assurance that integration won’t compromise regulatory accounting, plant accounting and financial reporting obligations.
Leadership needs confidence that change won’t create hidden operational risks or workforce backlash, while at the same time giving management the tools to ensure that it can achieve unprecedented capital spending in a prudent, cost-effective way.

Where Trust Breaks Down

Top-Down Rollouts: When solution and business process decisions are made in isolation, users feel disconnected from the vision. Get (and keep) end-users involved early in design, development, training, and roll-out of the new system – when it’s time to say “go”, they should be the loudest voice of all.
One-Size-Fits-All Training: A standard training session doesn’t address the unique workflows and concerns of diverse user groups. Get the users in a real system, with real data, and include a real test of their proficiency following training. Listen to their concerns during training, and tailor the training accordingly so that future recipients can benefit from this feedback.
Lack of Transparency: When timelines shift or goals change and clear communication doesn’t follow, trust erodes. When end-users are involved in every key decision, they are intimately involved in every twist, turn, and decision.
Ignoring User Feedback: When feedback from the operations user community isn’t acknowledged or acted upon, teams quickly disengage. By actively seeking out the most vocal change agents, the challengers, the naysayers, and the shadow-leaders are involved and represented.

How AlphaOak Builds Trust Into Transformation

At AlphaOak, we prioritize trust as a core design principle. Our change management and delivery models are built to engage people as much as the processes themselves.

Here’s how we do it:

Co-Design With the People Doing the Work
We firmly believe that the best solutions lie closest to the work; in the minds, and hands of the team that actually does the work. We involve field crews, planners, engineers, warehouse workers, supervision, schedulers, finance staff, field accountants, program managers, system operators, maintenance planners, dispatchers, and executive leadership early in design and validation. Their fingerprints should be all over the final product.
Honor Union and Regulatory Contexts
Many of the Alpha Oak team have worked in utility operations leadership roles. We understand how bargaining unit labor agreements, regulatory constraints, and safety oversight and protocols shape user adoption. We don’t ignore them—we design for them.
Tailor Communication and Training
We create targeted messaging and role-specific training that meet users where they are at that time—not where a slide deck says they should be.
Create Visible Wins
We identify early opportunities to deliver tangible, incremental improvements that matter to end users – anything from removing manual steps, to real-time job updates.
Build Feedback Loops
We embed listening mechanisms throughout the project lifecycle, so feedback isn’t just collected—it’s acted on.

The Impact of Trust-Built Transformation

Higher adoption rates with visible, active change champions
Stronger operational performance post-launch
Lower turnover and burnout during change and “pride of ownership” in the new solution
Greater cross-functional collaboration and fewer silos
Better alignment between digital systems and daily execution

Conclusion

You can’t deliver transformation without trust. At AlphaOak, we don’t just lead programs. We bring your teams with us, every step of the way.

Post Authored By:

Matt Bowman & Lars Bergmann

 

Ready to put trust at the center of your transformation?

Matt Bowman

Matt Bowman brings more than 20 years of experience in utility transformation, SAP Enterprise Asset Management, and capital program delivery. He has led business development and solution architecture for major utility SAP programs at Rizing and Vesta Partners, delivering SAP Project Systems, Plant Maintenance, Compatible Unit design, and PowerPlan integration for utilities including Lincoln Electric System, Aquarion Water, PacifiCorp, Hawaiian Electric, Puget Sound Energy, and National Grid. Matt has also served as Owner's Advocate on major SAP S/4HANA capital programs, most recently at the Pennsylvania Turnpike Commission. He holds a certificate in SAP Project Systems and a certificate in IT project management from Villanova University.

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By Matt Bowman
Date Published: July 11, 2025

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