Success Story: How Manufacturing Leaders Turned Resistance into Engagement

In the manufacturing industry, resilience isn’t just about having the right processes in place—it’s about ensuring every site and every team is aligned when it matters most. For one global leader in transportation, scaling business continuity across multiple plants meant overcoming resistance, replacing outdated spreadsheets, and creating a culture of accountability that started at the top.

The Challenge: Moving Beyond Spreadsheets

The company already had a business continuity framework in place, but execution varied from site to site. Most teams were stuck using spreadsheets or Word documents, re-creating the same files year after year. Leaders were frustrated with the inefficiency and the lack of confidence in whether the information was accurate or current.

As one senior manager put it during a recent update, “Now that people don’t have to go back and fill out spreadsheets from last year, it’s starting to click. They can put everything straight into LogicManager, and it’s there, it’s accurate, and it’s easy to understand”.

But eliminating spreadsheets was only part of the challenge. Rolling out a new governance platform across dozens of physical sites meant changing habits, and not everyone welcomed the shift. “At first, people pushed back. Some asked, ‘What the heck is this?’” one program leader recalled. “That’s just people being people. They resist change”.

It quickly became clear that the company needed more than just technology—it needed a strategy for adoption.

The Turning Point: Leadership-Led Rollout

The breakthrough came when the program team stopped trying to win over junior managers first. Instead, they went straight to the top of each plant. By engaging the plant manager or senior-most leader directly, they shifted the conversation from persuasion to accountability.

“When my boss comes in, it’s hellfire and brimstone,” one continuity lead explained with a smile. “He reads them the Riot Act and says: this is big, this is important, and you’re going to do it. And it works.”

This top-down approach did more than drive compliance. It created a ripple effect across the organization. Once plant managers took ownership, their teams followed suit. Even more surprising, a sense of competition emerged among sites. Leaders began comparing notes, asking who could complete their continuity assessments faster and more thoroughly.

“It’s turned into a friendly rivalry,” said the program lead. “Now the plant managers want to outdo each other. That’s when you know it’s working”.

Rolling Out Site by Site

The rollout strategy has been deliberate. Each quarter, the program expands to new physical sites, refining the process with lessons learned from previous implementations. Early sites acted as “beta testers,” allowing the team to fine-tune workflows and engagement tactics before scaling further.

Some plants required firmer messaging, while others were quick to embrace the process. Over time, the formula became clear: involve leadership early, use LogicManager’s task tracking to monitor progress, and follow up consistently.

The results are visible in the program dashboard. Some teams complete their Business Impact Analyses in just a few days, while others take longer. With LogicManager’s task widgets, administrators can track where each site stands and adjust their approach as needed.

“People are people,” the program lead said. “Some knock it out in a couple of days, others drag their feet. But with the platform, we can see exactly where things stand and hold teams accountable.”

From Resistance to Engagement

As the program matured, the tone shifted from resistance to enthusiasm. Senior managers began praising the centralized system and even suggesting new ways to use it.

One department head, nearing retirement, asked if she could use LogicManager as her department’s entire repository. Her goal: ensure her successor would have everything they needed in one place. “She wanted all of her knowledge captured in LogicManager so the next person could pick up where she left off,” the program lead explained.

What started as a continuity initiative quickly evolved into something larger: a platform for organizational knowledge.

Leveraging Risk Intelligence and LMX

Beyond process adoption, the company also tapped into LogicManager’s Risk Ripple Intelligence and LogicManager Expert (LMX).

Risk Ripple is helping the team visualize interdependencies—such as which applications are used across which plants—and laying the foundation for predictive governance. “Once the automation is in place, the ripple maps will populate automatically,” explained their LogicManager specialist. “You’ll be able to see which applications are used by which sites, and report on those interdependencies”.

Meanwhile, LMX has become a valuable tool for day-to-day support. While some administrators still prefer reaching out directly to their LogicManager contacts, LMX helps answer configuration questions quickly. “I think it works very well,” the program lead said. “My only challenge is figuring out how to phrase the question. But for straightforward things like archiving fields, it’s a huge help”.

Expansion on the Horizon

With the motor company sites well underway, the next phase is clear: expansion into the financial services division. “Right now, they’re still stuck in spreadsheets,” said the program lead. “I’m running laps around them, and they know it. By the end of this year, they’ll be on LogicManager too”.

This move will unify governance practices across both divisions of the enterprise, giving leadership confidence that risk and continuity are managed consistently company-wide.

Looking Ahead: From Continuity to Culture

What began as a technical implementation has grown into a cultural transformation. By anchoring the program in leadership accountability, the company didn’t just roll out a new tool—it reshaped expectations across the enterprise.

Resistance gave way to compliance. Compliance gave way to competition. And competition gave way to engagement.

The program team is already looking ahead to more advanced reporting capabilities, which will allow executives and the board to see continuity metrics and Risk Ripple insights in real time. “Our top-level management, including the CEO, want to see reporting from this within the year,” the program lead said.

With every site brought into the fold and leadership driving accountability, the company is building not just resilience, but confidence. LogicManager has become more than a system of record—it’s the single source of truth that unites continuity, governance, and culture.