PRISM Deployment: Engaging Employees to Transform the Business

Heather Bonarrigo / Raytheon Company / Tewksbury, U.S.


Business Need or Opportunity

With 2012 sales of US$24 billion and 68,000 employees worldwide, Raytheon Company is a technology and innovation leader specializing in defense, homeland security, and other government markets throughout the world. Composed of six major businesses hailing from a multitude of legacy companies acquired over a 90-year history, the company is on a mission to standardize processes and tools across the enterprise to increase efficiency and affordability.

A key element of this mission is the deployment of PRISM, Raytheon’s enterprise resource planning (ERP) tool to accelerate and simplify the manufacturing life cycle from planning and design to manufacturing and delivery. The communication team was embedded in a cross-functional project team to help deploy PRISM across Raytheon Integrated Defense Systems (IDS). Headquartered in Massachusetts, this defense systems leader boasts 14,000 employees and 2012 revenue of US$5 billion.

The Charter

“Transform the work of about one-third of IDS’s employees [approximately 4,500]…who perform roles in every function and program…across six work locations. Introduce the complex PRISM ERP system…replacing 25 tools…while training employees on new processes and shutting down manufacturing for a week…without disrupting customer deliveries, program milestones or financial reporting.”

If done right, PRISM would be a competitive differentiator for IDS, with a significant ROI (the exact amount is proprietary) over 10 years.

If done wrong, PRISM would bring the business grinding to a halt, as seen in previous deployments.

“Deploying PRISM is like changing the tires on an 18-wheeler while it’s barreling down the highway.”—IDS President Tom Kennedy

The Communication Challenge

The team had to engage employees in a daunting transformation that meant changing everything about the way their work had been done for the last 30 years.

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