Digital Transformation and Change Management

DIGITAL
TRANSFORMATION
+ CHANGE
MANAGEMENT
IN MINING
You Can’t Have One Without the Other

d
Introduction: The Digital

05
CONTENT
Transformation Journey
People, Process,
09 Technology
HĄɃå§Ƀ[§¼¡ɉɃ
15 or Do It Yourself?
Beyond
19 Technology
What is Digital
THIS IS FOR CERTAIN –
21 Transformation?
Building Blocks of
YOU CANNOT SUCCESSFULLY 25 Digital Transformation
IMPLEMENT DIGITAL TECHNOLOGY Change
AND MANAGE THE IMPACTS OF
31 Management
Change Management
TRANSFORMING YOUR MINE 35 Methodology
WITHOUT A PLAN ¼ªÃ¢Ƀqªå§Ƀ§Ã¢Ƀ[ÖªćɃ
41 to the Mining Industry
Change Management
45 Insights
GroundHog Digital
49 Transformation Roadmap
57 Conclusion
Digital Transformation and Change Management

About
Copyright © 2023, rapidBizApps LLC. dba Groundhog Apps
All Rights Reserved.
61 GroundHog
1 CHAPTER ONE
INTRODUCTION
The Digital
Transformation
Journey
Digital transformation has been a buzzword for several years, as

more and more mines seek to enhance their safety, improve pro-
duction, and adapt to a changing business and social environment.
Understanding that “How might we?” is generally considered a

question central to innovation by turning problem statements into
solutions. The questions GroundHog posed in the beginning of this
thousands of conversations, the desires of every mine, everywhere

in the world.
being of paramount importance?
WE ENVISIONED A TOOL THAT WAS How might we get more done every shift?
How might we digitize paper-based processes and use the digi-

FOCUSED ON TRANSFORMING tized data as an enabler of continuous improvement and reducing
variation?
THE MINING INDUSTRY itization platform, to do all of this within a framework that makes
-
sense for the people involved?
5 Digital Transformation + Change Management

YOU CANNOT It may be that you’re looking to improve on all or some of them.
But in our experience, the overarching goal of transformation
SUCCESSFULLY should be to identify the key issues you wish to solve, and prioritize
the steps required to do so into smaller “bites.”
IMPLEMENT DIGITAL
TECHNOLOGY one another. To be honest, the physical implementation of the
WITHOUT A PLAN technology is the easy part. There will be many risks to consider on
greatest risk lies is in not using a systematic approach that respects

the fact that what you are really doing is changing how people
work. The last thing you want to do is overwhelm the people tasked
with the responsibility of adopting a new and unfamiliar technology
– especially if it is part of a bigger transformation picture.
You are on an adoption journey – it is not a “one and done” pro-

cess. You don’t have to do it all at once, which is why when looking
Figure 1.1 We envisioned a tool that was focused on transforming the mining
Surface Mine Operation industry to make things easier, enable people to get more things working with someone who can help guide you with an established
done that are valuable to THEM, and automate the non-value activ- and proven digital transformation roadmap. As you will see later,
ities through smart technology. After all, everyone wants to spend this is key to GroundHog’s approach.
more time on the actual work of production and dispense with the
roadblocks and bottlenecks caused by lack of timely information One this is for certain – you cannot successfully implement digital
- technology and manage the impacts of transforming your mine
tive collaboration of all the moving parts that make up a mining without a plan for how you will manage all aspects of the change,
operation.
stakeholders, and most importantly, on the people expected to
Today, we see that the digital transformation that was considered a do the work, day to day.
“nice to have” not so long ago has become an imperative – change
or be left behind. Don’t forget…
But what does digital transformation mean to your business spe- Your digital transformation probably isn’t the only project going on!
- What else is taking place concurrently with your plans?
and understand what needs to transform, and what your goals are.
There is pre-planning involved even before you search out a solu-
tion that will suit your purpose.
BATTERY ELECTRIC VEHICLES
A TOOL TO MAKE What is your initial goal (or goals), and what are the pain points you NEW SAFETY SYSTEMS
THINGS EASIER & are seeking to address?
EQUIPMENT TRIALS
ENABLE PEOPLE TO Is it safety? Safety is always a top concern, we know that planned
NEW CONSTRUCTION
work is safer work, and nobody will argue that any available step
GET MORE THINGS change is welcomed. IT INFRASTRUCTURE IMPROVEMENTS
DONE THAT ARE What about active shift length? Perhaps alignment of planning and ENVIRONMENTAL INITIATIVES
activity at the face? Transparency on the state of mining activity
VALUABLE TO THEM underground at any given time? Compliance to plan?
6 Digital Transformation + Change Management 7 Digital Transformation + Change Management

2 CHAPTER TWO
PEOPLE,
PROCESS,
TECHNOLOGY
Managing All
Aspects of Change
)URPH[SHULHQFHZHFDQKDSSLO\FRQȴUPWKDWZLWKWKHULJKWFRP-
mitment to managing all aspects of change through an established
roadmap, the potential for successful outcomes is vastly improved.
0HWKRGLFDOO\PRYLQJWKURXJKWKHOHYHOVR΍HUVDVPRRWKHUWUDQVL-
tion from existing systems to a digital, shift-based planning tool,
based on a People, Process, Technology philosophy. We will dis-
cuss what this means in more detail later.
6XɝFHLWWRVD\WKDWZKHQRQHVWDUWVGRZQWKLVURDGWKHȴQGLQJV
are usually that the technology works, and the production increas-
es occur, but despite encouraging returns on digital implementa-
tion, there is resistance. People are frustrated and unhappy, and
end up blaming the tech.
This is where we arrive at the second critical aspect of any transfor-
mation initiative – managing the people side of the change. What
must be understood is the magnitude of change management, the
THE SECOND CRITICAL ASPECT OF amount of planning required, and that implementation does not
HTXDODGRSWLRQΖIWKHDVVXPSWLRQLVWKDWSHRSOHZLOOȴJXUHLWRXW
ANY TRANSFORMATION INITIATIVE – that it should be easy, the challenge in front of you will be more
challenging than it needs to be, and in fact, with no focus on man-
aging change, the long-term success of ALL your transformation
MANAGING THE PEOPLE H΍RUWVPD\EHLQTXHVWLRQ

YOU WILL WANT At risk of being repetitive, your focus should be on the:
A DATA DRIVEN People. Then…
MODEL FOR Process. Then…

SOFTWARE Technology.
ADOPTION
This means that for a successful implementation, a deep under-
standing of the human reaction to change is required. You need
a process that makes sense to the way they work. Then, and only
then, do you start to focus on the technology.
You will want a data driven model for software adoption. And, of
course, the right tool for your mine. But beginning to manage your
DQWLFLSDWHGWUDQVIRUPDWLRQWKURXJKH΍HFWLYHFKDQJHPDQDJHPHQW
should begin long before the project phase. In fact, if you are read-
ing this – it starts now.
Figure 2.1. Why? To use the old aphorism…once bitten, twice shy. 2SLQLRQVGL΍HURQZKDWFKDQJHPDQDJHPHQWHYHQPHDQV)RUH[-
Utilizing Collected ample, people with a project management background may focus
Data to Run the Shift $QHZPLQHPDQDJHUKDGMXVWEHHQLQVWDOOHGE\KHDGRɝFHWR
on tools and processes used to manage change within a project
lead a digital initiative to collect data that would provide decision
and its team. But these are typically more focused on reacting to
support. His reputation within the industry was excellent, he was
changes that may occur to a project plan.
well-respected by workers and management alike, and nobody
GRXEWHGKHZRXOGJHWWKHMREGRQHȂXQWLOKHHQFRXQWHUHGVLJQLȴ-
Of course there should also be a clear vision for the expected re-
cant resistance from the outset. One of the main complaints? That
sults, and ensuring data can be collected and validated so there is
WKHLQLWLDWLYHKHZDVOHDGLQJZDVMXVWWKHȊȵDYRURIWKHZHHNȋ
ongoing reporting and you are able to immediately react to chal-
He soon found out that several changes had been pushed down lenges and reinforce the successes.
the line by “corporate” with high expectations but little regard for
KRZLWD΍HFWHGSURGXFWLRQRUWKHZRUNHUVGXULQJWKHOHDUQLQJ But for the purposes of this discussion, change management
curve. Beyond the expectations of “success,” little communication focuses on the people side of change. We’ll get a bit more detailed
of any rationale as to why the changes were even necessary, never later, but in general, change management is designed to help you
PLQGKRZWKH\FRXOGEHXVHIXOWRWKHLUZRUNRUEHQHȴWWKHPKDG DVVHVVWKHULVNVH΍HFWLYHO\DVVHVVDQGFRPPXQLFDWHWKHQHHGV
taken place. As one after another initiative was either partially DQGXQGHUVWDQGDQGFRPPXQLFDWHWKHDQWLFLSDWHGEHQHȴWVDQG
adopted or not adopted at all, with no enthusiasm or champions potential impacts to all stakeholders, at all phases of the change.
of change, and nobody who could explain why the new process-
es or technologies were “better,” frontline managers and workers :KDWLVLPSRUWDQWWRWKHSHRSOHLQYROYHG"+RZPLJKWLWD΍HFWWKHLU
became jaded to new change initiatives. The project soon became roles and responsibilities? Their incomes? We’re not talking about
DQRWKHUJRRGLGHDZLWKSRRUH[HFXWLRQDQGQRORQJWHUPEHQHȴW an academic or theoretical take on change – work represents
When looking at why past change initiatives didn’t have the desired peoples’ livelihoods, which directly impacts every facet of their
uptake, start with what communication was there from leadership, OLYHVΖWȇVLPSRUWDQWVWX΍7KLVLVZK\IURPWKHFRQFHSWLRQRIWKH
middle management, and whether the people understood what need to change the way your people work, to well beyond the end
was in it for them. of the project, change management plays a key role in the success
RI\RXUWUDQVIRUPDWLRQH΍RUWVDQGWRWKHVXFFHVVRI\RXUEXVLQHVV
overall. It truly cannot be understated.

CHANGE At its core, change management relies on intelligence gathering.
There are several assessments that can be done at every phase
MANAGEMENT that will guide you towards success. A good change management
consultant is not unlike a detective, asking the right questions at UNDERSTANDING THE STAKEHOLDER GROUPS -
RELIES ON WKHULJKWWLPHFDQKHOSDYRLGDORWRIZDVWHGH΍RUWDQGUHVRXUFHV RIGHT DOWN TO THE INDIVIDUAL PEOPLE INVOLVED IN
and the feedback you receive can point you down the best path
INTELLIGENCE towards your goals. IMPLEMENTING YOUR CHANGE - IS NOT ONLY POSSIBLE,
GATHERING IT IS CRITICAL. BUT WITH THE RIGHT APPROACH,
For example, you will be able to determine what is the minimum
viable adoption required, meaning the critical functionality within ALSO VERY DOABLE.
WKHWHFKWKDWPXVWEHDGRSWHGWRPHHWWKHYLVLRQDQGGHȴQLWLRQ
of success. (This is also where change management intersects
with GroundHog’s short interval control maturity model and its
ȴYHOHYHOVDQG\RXEHFRPHDEOHWRGHWHUPLQHZKDWSHUFHQWDJHRI
functionality will meet your needs.)
Beyond that, however, there are so many key bits of information:
WILL YOUR CULTURE SUPPORT THE EFFORT?

WHAT BEHAVIORS DO YOU NEED FOR ADOPTION?
WHO ARE THE INFLUENCERS IN THE ORGANIZATION?
WHO NEEDS TO BE INVOLVED AND WHEN?
WHAT TOOLS DO YOU USE TO COMMUNICATE?
HOW RECEPTIVE IS THE AUDIENCE TO EACH ONE?
Understanding the stakeholder groups - right down to the individual Figure 2.3.
people involved in implementing your change - is not only possible, Underground Operation
it is critical. But with the right approach, also very doable.
Figure 2.2.
Engaging All Stakeholders
Through the Entire Process
Stream

3 CHAPTER THREE
OFF THE SHELF OR
DO IT YOURSELF?
Finding the tools

and guidance
In the match up of OTS vs DIY, OTS comes out on top every time.
You may be thinking, “Of COURSE they would say that! They are an
OTS solution!”
But hear us out. Or better yet, read on…
A mining company in the Americas was already using a couple of

GL΍HUHQWR΍WKHVKHOIVROXWLRQVEXWGHFLGHGWRGHYHORSLWVRZQ
Short Interval Control solution, with the intention of rolling it out
across several sites. The business case was sound, so they moved
forward with hiring dozens of talented experts for both the devel-
opment and implementation, engaged consultants for the change
management, and invested millions in capital expenditures and the
tech they would require to roll-out their home grown SIC app. A
site was chosen to pilot the solution, and the project got underway.
OFF THE SHELF COMES So they did everything right, right?
OUT ON TOP EVERY TIME Well, there were a few gaps. A number of improvement projects
taking place concurrently, and no real baseline measurement,
ZRXOGPDNHLWGLɝFXOWWRPHDVXUHVXFFHVV'HYHORSPHQWSURYHG

THERE ARE MANY more complicated and time consuming than was thought, and
the team was beset by delays. Implementation was going well, but
OTS SOLUTIONS RWKHUWHFKFULWLFDOWRWKHIXOODQGH΍HFWLYHXVHRIWKHVROXWLRQZDVQȇW
UHDG\7KHFKDQJHPDQDJHPHQWH΍RUWVZHUHJRRGEXWGHPRQ-
THAT CAN PROVIDE strating the usefulness and usability of a product that wasn’t ready
was challenging.
YOUR MINIMUM
VIABLE SOLUTION In the end, the project was shelved along with the many millions
that had been poured into it, not because it failed, but because it
IMMEDIATELY WRRNORQJHQRXJKWRJHWR΍WKHJURXQGWKDWLWZDVVWLOODOOFRVWDQG
no return where a management change occurred, and with no
available data to support the solution with new management, the
project was scuttled.
Will this happen to everyone? Probably not. Is the risk worth it?
Probably not, when there are many OTS solutions that can provide
your Minimum Viable Solution immediately. Most have dev teams
RQVWDQGE\ZKRZLOOEHUHVSRQVLYHWR\RXUVSHFLȴFQHHGVDQGPD\
be able to develop desired features over time.
You don’t have to do this yourself. You do not have to reinvent the
wheel.
YOU DON’T HAVE TO DO

THIS YOURSELF.
Figure 3.1
Teamwork Underground
Mine Operation

4 CHAPTER FOUR
BEYOND
TECHNOLOGY
Set Up for Success
:HKRSHWRGHPRQVWUDWHWKDWWKHEHQHȴWVRIXVLQJDQ276VROXWLRQ
go beyond the technology. For example, a good OTS solution will
come with experience in implementing the product in a logical, sys-
temic way, like our Roadmap. They will help set you up for success
and ensure you have the skills to use the tool.
You can also look for a company that has experience in ensuring
the implementation sticks through understanding adoption and
providing the tools and guidance required. At the end of your
project, a good solution provider will leave you with a repeatable
and scalable process design that will help guide you through future
implementations and help create a narrative – a “day in the life”
picture, so to speak – that follows an arc of how you use new tech,
what it replaces, and why it is better. They become a valuable ally in
ensuring you are prepared with the right questions and approach
IRUDQ\QHZYHQGRURUGLJLWDOLPSOHPHQWDWLRQ7KLVEHQHȴWVHYHU\-
one and can be applied by everyone.
Through planning and process and stakeholder mapping, you

should be left with an understanding of your current state, and be
DEOHWRH΍HFWLYHO\FRQWUROWKHPHVVDJHRIZKRZKDWZKHQZKHUH
THE BENEFITS OF USING AN why, and of course, how, when it comes to your digital transforma-
WLRQH΍RUWV
OTS SOLUTION GO BEYOND When it is all said and done, there must be an understanding that
THE TECHNOLOGY. your solution is more than a question of tech, with goals that go
beyond ROI – ensuring adoption can dictate whether your invest-
ment remains in use, or is wasted and shelved, an outcome that is,
for a host of reasons, all too common in industry.

5 CHAPTER FIVE
WHAT IS DIGITAL
TRANSFORMATION?
Improve, Optimize,
& Accelerate
We all love a good baseline, don’t we? We don’t want to make

assumptions about where any company might be on their transfor-
mation arc, so before we go any further, let’s establish one for what
we mean when we talk about digital transformation.
Digital transformation is the integration of digital technology into

some or all aspects of your business. Generally, what companies
accelerate productivity, and allow the company to deliver a greater

level of value to their customers and shareholders.
But we’ll say it again, the tech is the easy part. You can buy all the
technology you like and install it everywhere. That does not mean
you have “transformed.” For a lot of mining companies, digital
DIGITAL TRANSFORMATION far-reaching too - digital transformation may broaden the scope of
a company’s capabilities, in turn expanding objectives, employee
skill sets, experimentation, and the opportunity for larger success-
CAN ALSO EFFECT A CHANGE IN es.
COMPANY CULTURE But in the vast majority of cases, it will also be accompanied by a
learning curve (or curves) because it represents a change in how
things operate, and to be frank, it is surprising how this escapes
the attention of so many people.

Figure 5.1 We’ve note that digital transformation is critical to companies that
Moving Tons Safer + Faster do not want to be left behind, but what does this mean, exactly?
In the mining space, it is not so much about competition as it is in

increasing value and maximizing resources. When we look around,
we see the world is rapidly adopting digitization, and businesses of
all sizes are realizing how important it is to embrace technology in
order to retain a competitive edge in their respective marketplac-
es. But mining tends to be a conservative business, and therefore
slower to adopt new technologies than other industries.
PERHAPS A BETTER QUESTION IS,
There are a number of reasons mining companies and/or individual “WHICH ONES CAN YOU DO WITHOUT?” AND THE
sites may decide to digitize their businesses, but in our many con-
versations, one of the considerations is as plain as can be: survival.
We all recognize the truth that the more material one can mine
ANSWER IS...NONE OF THEM. SO THE PRE-WORK
VDIHO\DQGHɝFLHQWO\WKHJUHDWHUWKHOLNHOLKRRGRIVXFFHVVLQWKH
marketplace, ensuring the viability of the business and extending IS IN PRIORITIZATION.
the life of mine.
And there are several advantages involved with digital transforma-

tion. Which ones would you like to see?
ENHANCED EMPLOYEE SAFETY
INCREASED PRODUCTIVITY AND EFFICIENCY
MORE EFFECTIVE USE OF RESOURCES AND EXTENDED LIFE OF MACHINERY
A NEW BREADTH OF KNOWLEDGE THROUGH THE AVAILABILITY OF DATA COLLECTION
THE CREATION OF NEW COMMUNICATION CHANNELS AND SHARING OF MORE INFORMATION
THE CONCEPT OF TEAMWORK BEING CHAMPIONED ACROSS THE WORKFORCE

6 CHAPTER SIX
BUILDING BLOCKS
OF DIGITAL
TRANSFORMATION
Foundational
Framework
No two businesses are exactly the same, so organizations will see
VLJQLȴFDQWYDULDQFHDQGQHHGLQWKHLUWUDQVIRUPDWLRQVWRGLJLWDO
based on business type, goals, and other factors. But in general,
there are common factors that must be taken into account, and
this commonality allows for the creation of a framework to address
them. In addition to the obvious introduction of new technology,
they include the need for operational readiness, creation of a cul-
WXUHRILQQRYDWLRQH΍HFWLYHUHVSHFWHGDQGUHVSRQVLYHOHDGHUVKLS
and employee enablement.
Digital transformations require a foundation to build upon and

HVWDEOLVKLQJH΍HFWLYHVWUDWHJLHVLQOLJKWRIWKHVHFRPPRQDOLWLHVLV
FUXFLDOWRVXFFHVV$JDLQVXFFHVVLVQRWGHȴQHGE\WKHDFTXLVLWLRQ
of new digital technology, but rather by sound leadership
DIGITAL TRANSFORMATIONS You are likely familiar with the concept of Plan Do Check Act
3'&$DQGLWȴWVSHUIHFWO\LQWRDQ\URDGPDSWRVXFFHVV3ODQQLQJ
REQUIRE A FOUNDATION TO plays a key role in digital transformation strategy, and devising a
roadmap with established goals along the way is essential – quick
wins demonstrate the value of the investment while you grow the
BUILD UPON use of any digital tool. An implementation roadmap broken down
into two to three-month increments allows you to implement, an-
alyze, and take action over and over. It is a journey rooted in Agile

Under any change scenario, workplace silos tend to solidify, and
UNDERSTAND THEIR workers to assume their value isn’t being recognized and that the
CONCERNS AND way they have been doing the jobs they have become skilled at
over the years is now considered “wrong,” to the extent that their
DETERMINE HOW TO jobs are in danger of being replaced by the new technology!
CREATE THE DESIRE In collecting feedback from workers in order to understand their
FOR CHANGE concerns and determine how to create the desire for change, most
experts in Change Management will tell you that one of the main
workers are being “watched by management.” This gives one a clue

Figure 6.1. and Lean thinking, not a “one and done” process. As you collect as to how the collection of this feedback, and the creation and ef-
Communication Within
data, your decision making becomes better and easier, but only if fective communication of clear messaging about why the changes
Every Level of the Business
it is captured and used at frequent daily intervals. An essential part are desirable, is so important.
of the journey is to ensure this becomes an entrenched part of
your process. Of course, in reality, nobody has time to be watching individuals.
But a digital transformation project of any magnitude will often re-
-
ers across all levels, and clear in its usability and usefulness as a changes employees tend to approach with suspicion, or even fear.
guide, is that it can go a long way in breaking down silos and initiat- This should not be downplayed or dismissed - after all, this is their
ing communication across operational units and departments livelihood.
by setting a common goal, or destination if you will.
Knowing your workforce is of key importance, as there are some
the “easy” part, but ensuring genuine buy-in and dedication from -
everyone involved can be challenging, especially to make the force, then have a frontline supervisor do the same, and see if your
changes “sticky” – you are looking to have your people adopt a per- results match:
manent solution or process, not something that will only change
for a short period of time and then be forgotten in favor of the old
way of doing things, or a new initiative that shouldn’t be necessary
OLDER EMPLOYEES NEARING RETIREMENT
While your information technology group will likely play a key WORKERS WHO ARE NOT TECHNOLOGY SAVVY
ENSURING supporting role in the physical implementation of the software or LONG-STANDING EMPLOYEES WHO ARE SPECIALISTS
app in any digital transformation, and the real adaptation to the
GENUINE BUY-IN changes of any digital implementation project will inevitably fall to HIGHLY EXPERIENCED WITH A SPECIFIC PROCESS
the supervisors and frontline workers, any change in the way you OR PIECE OF MACHINERY
AND DEDICATION operate becomes the responsibility of everyone in the organiza-
tion. This is why impact assessments are so important in seeking MEMBERS OF THE WORKFORCE WHO ARE FOCUSED
FROM EVERYONE
SOLELY ON ESTABLISHED PROCESS STRUCTURES
INVOLVED CAN BE that the kind of digital transformation we are discussing will almost
every case be more of a people management issue than simply an INTROVERTED EMPLOYEES WHO PREFER TO WORK
CHALLENGING, IT issue.
ON THEIR OWN (If the change means they must now
communicate more frequently.)

but miners are very good at putting two and two together.) When
Lester saw how easy it was to use the touch screen to enter his
QXPEHUVDQGXQGHUVWRRGWKHEHQHȴWWRKLPLQFOXGLQJQRWKDYLQJ
WRNHHSWUDFNRIDSHQDQGSLHFHRISDSHUIRUKRXUVKHZDV IT IS
an immediate convert. All that was required was some guidance,
encouragement, and what was in it for him. IMPORTANT
7KLVLVZK\LWLVLPSRUWDQWWRHQJDJHERWKRɝFLDODQGȊQRQRɝFLDOȋ TO KNOW WHO
leaders, the latter being individuals who, by force of character,
charisma, experience, or talent and skill, are looked to for guid-
SUPPORTS
ance within their crew or work group. These individuals are gen- THE CHANGE,
HUDOO\ZHOONQRZQEXWFDQDOVREHLGHQWLȴHGWKURXJKDVSRQVRURU
stakeholder assessment. It is important to know who supports the WHO DOES
change, who does not, and to what extent they are resistant or
supportive – this knowledge can make or break a project. An in-
NOT, AND TO
ȵXHQWLDOGHWUDFWRULVDVHULRXVSUREOHPEXWEULQJLQJDQLQȵXHQWLDO WHAT EXTENT
detractor on board - like Lester - can be a virtual superpower.
THEY ARE
We will delve into what the main motivators are for the leadership
OHYHOVLQPLQLQJEXWVXɝFHLWWRVD\WKDW\RXUVWURQJHVWOHDGHUV
RESISTENT OR
PXVWEHLQVSLUHGQRWRQO\WRKHOSRWKHUVXQGHUVWDQGWKHEHQHȴWV SUPPORTIVE
of digital transformation and why it’s critical, and to motivate em-
ployees to want to make the change. If they are brought on board
H΍HFWLYHO\WKH\ZLOOSURYLGHRZQHUVKLSDQGHPSRZHUPHQWRSSRU-
Figure 6.2 .QRZLQJZKRWKHVHLQGLYLGXDOVDUHFDQEHDKXJHEHQHȴWDQGQRW tunities to employees (assuming that everyone has something to
Moving Tons Safer + Faster RQO\VRWKHLUIHDUVFDQEHSXWWRUHVW\RXȇOOȴQGRXWVRRQZK\WKH\ contribute). Most importantly, they’ll actively listen to employees
can become your biggest allies. and meet them where they are, considering individual perspec-
tives and how radical changes can make them feel. So providing
6WURQJDQGVHOȵHVVOHDGHUVKLSLVFULWLFDOZLWKLQWKHVHSRSXODWLRQV them with the right messaging at the right time, and ensuring the
and demonstrating genuine empathy as a leader is essential. Lead- process leaves them prepared to address questions proactively
ers build trust through displaying empathy to employees who are instead of reactively, is of utmost importance.
struggling with change, in turn breaking down silos and cultivating
workforce alignment. It’s virtually impossible to successfully com- Recognizing employee sub-populations and the need to cultivate
plete digital transformation when trust and support are absent. an empathetic environment before digital transformation begins is
SDUWRIWKHLPSRUWDQFHRISODQQLQJDQGFULWLFDOLQGHSOR\LQJH΍HF-
So let’s talk about why we say the tech is the easy part; you have to tive change management strategies.
sell it to Lester…
Providing the framework, and the support through the change are
On an implementation project that featured the addition of tablets truly the building blocks…so let’s add a little more detail.
in the cabs of some of the machines, one of the implementation
leads from the vendor was on a ride along with “Lester”, an old,
crusty miner who was nearing retirement and was experienced
with every piece of equipment, but loudly claimed he hated new
technology and was computer illiterate. It was clear, however, that
Lester had learned how to operate many new pieces of increas-
ingly modern machinery – he was smart, just fearful that he might
look “stupid” to his peers. The implementation lead took the op-
portunity to demonstrate one on one how the app – which fortu-
nately was developed to be user friendly – was easy to use, and
explained how the data might be used to increase tonnage. (It is
generally not advised to use “bonus” directly as a prime motivator,

7 CHAPTER SEVEN
CHANGE
MANAGEMENT
Systematic
Transformation
$VGHȴQHGE\2[IRUG/DQJXDJHV
change man·age·ment
noun
WKHPDQDJHPHQWRIFKDQJHDQGGHYHORSPHQWZLWKLQDEXVLQHVV
or similar organization.
WKHFRQWUROOHGLGHQWLȴFDWLRQDQGLPSOHPHQWDWLRQRIUHTXLUHG
changes within a computer system.
2EYLRXVO\ZHDUHWDONLQJDERXWWKHIRUPHUGHȴQLWLRQRIFKDQJH
management, not the latter, although we’ll acknowledge that when
you are talking about a digital transformation, one could be con-
IXVHGE\WKHODWWHUGHȴQLWLRQ:HȇYHDOUHDG\GLVFXVVHGKRZVRPH
people – particularly those with a project management background
ȂPLJKWGL΍HULQWKHLUDVVHVVPHQWRIZKDWFKDQJHPDQDJHPHQW
means.
For our purposes, from the digital transformation standpoint,

THE PEOPLE EXPECTED TO USE change management typically refers to the management of change
for the people going through systematic transformation of pro-
ANY NEW TOOL HAVE THE POWER cesses, objectives, or technologies of an organization. It involves
DVVHVVLQJIRUPDQ\IDFWRUVWKDWZLOOD΍HFWDGRSWLRQLPSOHPHQWLQJ
strategies for both controlling and bringing about change, and
TO MAKE IT OR BREAK IT mainly, supporting and assisting the workforce in adapting to new
ways of working.

CHANGE MANAGEMENT Because it must be said – the people expected to use any new
tool have the power to make it or break it, even in the most tightly
IS ESSENTIALLY THE controlled and authoritarian environments.
DEMONSTRATION OF Change management is essentially the demonstration of strong,

HPSDWKHWLFOHDGHUVKLSDQGOLNHH΍HFWLYHOHDGHUVKLSLWFDOOVIRUKLJK
STRONG, EMPATHETIC levels of transparency and communication of motivating factors.
Figure 1.3.
Lorem Ipsum Dolor
LEADERSHIP, AND It also requires resilience and patience. With respect to digital
transformation, the true goal lies beyond simply integrating new
LIKE EFFECTIVE technology and processes; it is to introduce a new cultural mind-
set where the workforce thoroughly understands the need for the
LEADERSHIP, IT CALLS change, can appreciate its usefulness and usability, and genuinely
supports it because they know what is in it for them. Your best and
FOR HIGH LEVELS OF easiest to implement change initiative will always occur when and
TRANSPARENCY if you can get your teams pulling for change, but an experienced,
FHUWLȴHGFKDQJHPDQDJHPHQWSURIHVVLRQDOFDQZRUNZLWKDQ\VLWX-
ation.
The General Manager of a mine that had just implemented a

digitization platform moved to another site and was approached
by the sales team of another company who asked, “Hey, we know
X is a great product, but what did you NOT like about it?” His reply?
“I would NEVER implement another platform without a formal
change management process. It was a pain in the *** and a ton of
work, and I don’t even know if they’ll keep using it.”
DEVELOP A NEW
CULTURAL MINDSET
Figure 7.1
Mixing Product

8 CHAPTER EIGHT
CHANGE
MANAGEMENT
METHODOLOGY
Models for Change
-XVWDVWKHUHDUHGL΍HUHQWGLJLWDOSODWIRUPVIRU6KRUWΖQWHUYDO&RQ-
WURORUVKLIWSODQQLQJWKHUHDUHGL΍HUHQWFKDQJHPDQDJHPHQW
PHWKRGRORJLHV2QHRIWKHPRUHSRSXODUDQGUHVSHFWHGFHUWLȴFD-
tions encountered world-wide is the Prosci methodology – but they
generally have the same foundational approach, which is a focus
on the people aspect of change. We will use Prosci to illustrate how
one might approach a change initiative.
Prosci methodology is basically comprised of three components:
• The Prosci Change Triangle Model

• The Prosci Three Phase Process
• The Prosci ADKAR Model
PROSCI CHANGE TRIANGLE MODEL
FOCUS ON THE PEOPLE 7KHȴUVW3URVFLFRPSRQHQWRXWOLQHVIRXUNH\DVSHFWVRIDVXFFHVV-

ful organizational change – Success, Leadership, Change Manage-
ASPECT OF THE CHANGE ment, and Project Management. The basic premise is simple – the
model is imagined as a three-legged stool, with success being the
seat of the stool and the other three aspects serving as the legs
that support it. As with any three-legged structure, if you take one
away, the structure will fall.

IF YOU DON’T HAVE Success in change management is typically thought to be identify- Project Management is the more technical aspect of the project,
LQJDQGH΍HFWLYHO\OHDGLQJSHRSOHWRWKHFRQFOXVLRQWKDWWKHUHD- LQYROYLQJGHVLJQWLPHOLQHVVWUDWHJLHVVFRSLQJDQGȴQDQFLDOFRQ-
BUY IN FROM YOUR sons for change are sound, the objectives are clear and achievable, cerns. This aspect is fundamental in supporting the overall function
DQGWKHEHQHȴWVDUHZRUWKWKHH΍RUW:LWKUHVSHFWWRWKHDQDORJ\ of the process.
LEADERS, YOUR the three ‘legs’ must be strong enough to support these ideas.
If you do not respect the elements required for a successful proj-
CHANGE INITIATIVE Your leadership is responsible for initiation and being agents for ect, your change initiative…well, you get the picture, and that’s
WILL FAIL WKHVXFFHVVIXOQDYLJDWLRQRIWKHFKDQJHDQGDOVRIRUGHȴQLQJZK\ really the whole point of this model.
the change is a priority and why it is being implemented. This as-
pect is also accountable for decisions on project direction, motiva- The idea of the change triangle is to use assessments to project
tion of stakeholders, and required resources. a score for how the project might go without these elements in
SODFHWKHQSURMHFWKRZLWLVH[SHFWHGWRVXFFHHGZLWKH΍HFWLYH
If you don’t have buy in from your leaders, your change initiative change and project management. It then provides a visual that has
will fail. RIWHQSURYHQH΍HFWLYHLQFRPPXQLFDWLQJWKHQHHGIRUDWWHQWLRQWR
be paid to all aspects of a change initiative, and not focus only on
The people-centric aspect is represented by Change Management. the one(s) that someone may be comfortable or have experience
7KHIRFXVRIWKLVDVSHFWLVGHWHUPLQLQJKRZFKDQJHZLOOD΍HFWWKH with.
individuals involved, the challenges they may experience as a result
of the change, and how to draw out feedback, analyze, and use the PROSCI THREE PHASE PROCESS
data people provide to guide the workforce through to the other
side of the change. This also involved managing expectations of • Preparation
LQGLYLGXDOVZKRPD\H[SHFWLPPHGLDWHDGRSWLRQDQGEHQHȴWV • Management
(It’s called the change cauldron for a reason!) • Sustainment
If you do not have buy in from your people, your change initiative The basis of this process is to recognize the connection between
will fail. the whole of the organizational change and individual change man-
agement. What does this mean? It means that an organization can
strategize on larger scales that will still mind the requirements and
potential challenges that may be faced by individual employees.
You’ve heard a lot about preparation and planning so far in this

discussion, and in change management, preparation is key as well.
$WWKLVVWDJHWKHDLPVRIWKHSURMHFWDUHGHȴQHG
WHAT ARE OBJECTIVES AND SUCCESS CRITERIA?
WHAT ARE THE OPERATIONAL AND STAKEHOLDER IMPACTS?
WHAT DOES THE ROADMAP TO SUCCESS LOOK LIKE?
WHAT ARE THE IMPORTANT PROJECT MILESTONES?
WHAT DOES THE PROCESS LOOK LIKE NOW, AND HOW WILL IT CHANGE?

LEADERS
MODEL THE
BEHAVIOR
If the knowledge that allows you to check each box is lacking, more
assessment is required. This preparation phase is what allows
ADKAR equips leadership with the tools and strategies to communi-
FDWHH΍HFWLYHO\VRWKHLUWHDPVKDYH
THEY WISH TO
change management architects to map out the basic strategies to SEE IN THEIR
be undertaken, and provide a guide for their use. • Awareness of the coming change
ȏ 'HVLUHIRUWKHEHQHȴWV WORKFORCE
The Management stage is…change management! This is where we • Knowledge of what is required of them
enable people to embrace the change initiative. But how? What • Ability to adapt to the requirements
LIWKH\GRQȇWZDQWWRFKDQJH"2QFHDJDLQWKLVLQYROYHVVSHFLȴF ȏ 5HLQIRUFHPHQWRIWKHLUH΍RUWV
planning with respect to impacted individuals in ensuring they’re
SUHSDUHGIRUWKHWUDQVLWLRQWKURXJKH΍HFWLYHFRPPXQLFDWLRQWRROV The ADKAR model is important because it systematically recognizes
(You’ll use the ADKAR model to determine what form these com- the need for individuals to be fully prepared for change on a num-
munications will take.) ber of levels including behaviorally and culturally. Organizational
changes often fail due to a lack of employee support because
During this phase, performance is tracked and measured so there companies simply inform their people of the change and fail to truly
is a baseline, and the scope of people support and preparation involve them in it.
requirements is addressed. Progress is regularly measured, and
adjustments are applied as required. Leaders model the behavior This idea lends itself to the importance of communication in change
they wish to see in their workforce. management and ensuring consistency in the sharing of informa-
tion throughout the process. As one communications management
7KHȴQDOSKDVHLVVRPHWLPHVWKHWULFNLHVW(YHU\ERG\ORYHVDJRRG expert once said, “This is an area where you literally cannot over
sunset, right? So everybody wants a sunset date for completion of VKDUHȂ\RXMXVWKDYHWRȴJXUHRXWKRZWRNHHSLWIUHVKȋ
a project. But as the name implies, sustainment means you keep
your eye on the ball. This is where objectives and change bene- This idea lends itself to the importance of communication in change
ȴWVDUHUHDOL]HGDQGWKHVHRXWFRPHVPXVWEHHPSKDVL]HGLQWKH management and ensuring consistency in the sharing of informa-
LQWHUHVWVRIUHLQIRUFLQJWKHEHQHȴWVRIXVLQJWKHWRRORUSURFHVVRU tion throughout the process. As one communications management
whatever has been implemented) over time. expert once said, “This is an area where you literally cannot over
VKDUHȂ\RXMXVWKDYHWRȴJXUHRXWKRZWRNHHSLWIUHVKȋ
This is where the question of how to sustain achievements is
raised, in addition to who will be responsible and in what specif- Along with a sound communications plan equipped with the nec-
LFFDSDFLWLHV:KRVHMRELVLWQRZ"<RXPD\ȴQGPRUHKDQGVXS essary strategies and tools, successful results can only be achieved
when people understand that once ownership is established, this with transparent, consistent, and honest communication, and
ȴQDOSKDVHUHFRJQL]HVVXFFHVVQHYHUWUXO\HQGVDQGHQVXUHVWKH regular follow through to highlight the achievements that prove the
change becomes the established way of doing things. (You will see H΍RUWZDVZRUWKZKLOH
WKLVUHȵHFWHGLQWKH5LQ$'.$5
Trust us that NOT doing this will be damaging to your next adop-
THE PROSCI ADKAR MODEL WLRQH΍RUWVRWKHFULWLFDOLW\RIJHWWLQJLWULJKWJRHVEH\RQGDGRSWLQJ
WKHXVHRIWKLVVSHFLȴFLQYHVWPHQWDQGLVDQLQYHVWPHQWLQIXWXUH
The premise behind the ADKAR model is that organizational change
projects.
is only possible when it’s successful on an individual level. When we
talk about the “people side of change”, this is it. ADKAR is an acro-
Technology vendors are coming around to the idea that they are
Q\PUHSUHVHQWLQJȴYHUXGLPHQWVRIVXFFHVVIXOFKDQJHȂ$ZDUHQHVV
fundamentally in the change business as much as in the tech busi-
Desire, Knowledge, Ability, and Reinforcement. They are all equally
ness, and in the continuous improvement business as a by-prod-
important and skipping over any of these steps is inadvisable.
uct.

9 CHAPTER NINE
DEALING
WITH CHANGE
6SHFLȴFWRWKH
Mining Industry
Whatever model you use to prepare people for change, whomever
is applying those principles must have a sound and in depth under-
standing of people.
As long as your employees are human, they’ll tend to have a natu-

ral inclination to resist change. It is only natural to make assump-
tions based on past experiences, and those assumptions often
invite concern, or even fear. Strong, transparent leadership and
frequent, honest communication is critical in replacing these con-
FHUQVZLWKPRUHH΍HFWLYHPRWLYDWRUV%XWHYHQPRUHH΍HFWLYHWKDQ
good leadership, is good information gathering. Learn what they
ZDQWOHDUQZKDWZLOOEHXVHIXODQG\RXȇOOȴQGWKHYDOXH\RXZLVKWR
communicate.
Recognizing the precise source of an individual’s fear when faced

with change is important in alleviating that fear. It may take some
time to uncover, but where trust is established, progress can be
made. This is often where an objective third party view is valuable,
EVEN MORE EFFECTIVE THAN as there is less risk of the assessor inserting their own views, opin-
ions, or wants and needs into discussions. Getting people to open
GOOD LEADERSHIP, IS GOOD up isn’t easy, but once you do, the chances of success are vastly
improved. People love to be heard and understood, and to have
WKHLUZRUGVUHȵHFWHGEDFNDWWKHPLQFRPPXQLFDWLRQV
INFORMATION GATHERING “Treat people the way you want to be treated.”
Your grandmother

tunately, safety is at odds with production targets. Workers will feel
additional pressure in assuming their individual change objectives
EMPOWERING
and, if experience proves true, will be resentful of it. Nobody wants EMPLOYEES
RQHPRUHWKLQJRQWKHLUSODWHRUWRGRR΍WKHVLGHRIWKHLUGHVN
WITH ADDITIONAL
So setting reasonable and achievable objectives and discussing
them will not only mitigate fear, but encourage employees to adopt
ACCOUNTABILITY IS
and adapt to the changes required. Establishing reasonable expec- AN EFFECTIVE WAY
tations for employees will reduce stress and allow them to focus
on their roles with clarity. It is vital for management to manage OF CREATING FUTURE
their own expectations and understand that regardless of how well
Figure 9.1 “You were given two ears but only one mouth for a reason.” managed the change, there will be a dip in productivity – the ques- CHAMPIONS
Underground Shop Also your grandmother WLRQLVKRZGHHSRIDGLSZLWKH΍HFWLYHPDQDJHPHQWRIWKHFKDQJH
leading to a shorter time experiencing disruption to production or
$QH΍HFWLYHPHDQVRIHOLPLQDWLQJQHJDWLYHDVVXPSWLRQVLVWR process (see the change cauldron on a preceding page).
provide direct, clear information, particularly when answering an
employee’s questions. If you’ve done your homework (or had a $QRWKHUH΍HFWLYHPHWKRGRIHQVXULQJ\RXUH΍RUWVDUHWDUJHWHG
third party do it for you), you will know what they want and need, DQGH΍HFWLYHLVLQLGHQWLI\LQJLQGLYLGXDOVRUHYHQHQWLUHFUHZVIRU
but even in the absence of being able to get this feedback, their whom the change may prove more challenging. Providing ad-
concerns can usually be anticipated. ditional training or encouragement early in the change process
%()25(WKH\VWUXJJOHZLOOJRDORQJZD\LQEXLOGLQJFRQȴGHQFHDQG
Ensuring a solid understanding by providing an abundance of ultimately acceptance, within employees. When time is taken to
information through various channels is always helpful, and if the ensure individuals are adequately prepared by investing in them in
communication is two-way, may even assist leaders to see weak- this way, it can instill a sense of assuredness and even gratitude in
nesses or challenges in their plan they may have overlooked. Cre- the employee.
DWLQJH΍HFWLYHDQGHYROYLQJNH\PHVVDJHV4XHVWLRQDQG$QVZHURU
)UHTXHQWO\$VNHG4XHVWLRQVGRFXPHQWVDQGRWKHUWRROVWKDWFDQ At this point, you may have come to the conclusion that managing
demonstrate responsiveness to employee questions and concerns, change is an arduous process that you don’t have time to under-
are vital in establishing trust. One of the worst things a leader can take. You’re not wrong – but you probably don’t have the time not
do is to dismiss feedback out of hand, or ask about concerns and to do it either. As the aphorism goes, “If you don’t have time to do
not act on them. it right, be prepared to do it twice.” And as you’ve had explained
SUHYLRXVO\WKHVHFRQGWLPHDURXQGLVKDUGHUZKHQWKHȴUVWWLPH
A change management expert was brought in to help implement a failed.
new safety system. Knowing that safety was a paramount concern
for everyone, and that the mine had a good safety record, they There are ways to relieve some of the pressure. You can go with a
thought their job would be easy and expected good feedback and vendor who understands change management and has a vested
XSWDNH0LQXWHVLQWRWKHLUȴUVWIRFXVJURXSWKH\UHDOL]HGWKH\KDG interest in focusing on the change initiative at hand. Site champi-
a steep hill to climb. Why? The feedback they received was that the RQVDQGRUVXSHUXVHUVDUHDOVRKDELWXDOO\LGHQWLȴHGDQGHVWDE-
workers had been asked many times for their opinions and sugges- lished in the earliest phases of the change to serve as trusted
tions on how to improve safety, which within the current system, advisors and peer-to-peer teachers or trainers, making the change
were supposed to be shared regularly and recognized. However, sustainable over the long-term. (And ensuring the success of future
not a single person said that the leaders to whom they gave their changes.)
suggestions had passed their suggestions up the ladder, or never
informed their crews if they did. Worse, several safety issues, how- These champions of the cause of organizational change are incred-
ever minor, remained unaddressed. ibly powerful assets because their peers will take note, potentially
changing the landscape of the workplace. Empowering employees
3UHVVXUHLVGLɝFXOWWRPDQDJHDWWKHEHVWRIWLPHVȂWRSURGXFHWR ZLWKDGGLWLRQDODFFRXQWDELOLW\LVDQH΍HFWLYHZD\RIFUHDWLQJIXWXUH
EHHɝFLHQWWRUHPHPEHUSURFHVVHVWREHVDIH6RPHWLPHVXQIRU- champions as they take on ownership of the process, building en-
thusiasm and commitment levels.

10 CHAPTER TEN
CHANGE
MANAGEMENT
INSIGHTS
Mining Industry
Through extensive experience, there are some additional change

management insights we’ve gathered directly related to the mining
industry.
While cultures do vary, by and large, mining operates on a “com-

mand and control” model. Orders are given, action is expected.
This is why leadership is often “taken by surprise” when their
change initiative isn’t working.
Of all mining employees, shift supervisors (shifters, shift bosses,

etc.) are most impacted by change, as they get “it” from both sides
– pressure from upper management to deliver on targets, pres-
sure from Superintendents and/or General Foremen to stick to the
SITE CHAMPIONS NEED TO BE plan, dissatisfaction or complaints from their crews with pressure
to push back – and all of this while performing their duties and, as
HIGHLY ADAPTABLE WITH A STRONG ership.

-
-
DESIRE TO EMBRACE TECHNOLOGY The site champions need to be highly adaptable as well, with a
& NEW PROCESSES strong desire to embrace technology, and new processes. They
must also have the respect of their peers and superiors.

Each level of management has their priorities. Safety is always num-
IT IS IMPORTANT ber one, but it is important to understand the motivations of the
TO UNDERSTAND sponsors of the change, which will include but not be limited to:
THE SPONSORS Mine Manager – Manages all aspects of the mine site. Understands
corporate priorities. Reports to Senior Leadership.
OF THE CHANGE
General Foreman – Manages all aspects of production and main-
tenance. Ensures success of projects. Keeps production on track.
5HWDLQVDQGDWWUDFWVVWD΍3ODQVIRUH[SDQVLRQ
Supervisor - Safety of crews. Manages resources on a shiftly ba-

sis. Field time interacting with crews. Adherence to plan. Adjusts to
FKDQJHVRQWKHȵ\6KLIWO\WDUJHWV
*They will ALL want to be aware of changes and/or communications

before their direct reports.
&KDQJHDJHQWVVXFKDVFRQVXOWDQWVRUYHQGRUVWD΍OHDGLQJWKH
implementation should be as visible on site as possible, and most
of all, relatable; displaying a sound knowledge of mining processes,
an honest and sincere curiosity and willingness to learn about what
they do not know, and the ability to establish trust and common Figure 10.1 Communication is key among workers in all areas and departments,
ground as people – in other words, not dressed in suits and ties and Bolting Screens
on the topics of goals, results, processes, and next steps. Make
“telling” people how to do their jobs. Inside an Operation
WKHVHGLVFXVVLRQVSDUWRIHYHU\OLQHXSDQGGHEULHIΖWLV\RXUȴUVW
step to SIC.
User councils are useful in making miners feel as though they are
empowered within the change to provide feedback, real world in-
Accountability is a must, as low levels of accountability among
sights that prove valuable time and again.
WHY PERFORM workers result in low buy-in rates. Why perform well if there are no
consequences for not performing well? A good shift planning tool
IT must be competent, responsive and have a complete understand-
ing of the current infrastructure and the new one. They must also
WELL IF THERE ARE makes it very apparent very quickly who is setting up the next shift
for success. Act on this data.
demonstrate competence with provisioning servers, both wired and NO CONSEQUENCES
wireless networks, and security.
FOR NOT PERFORMING All wins achieved along the way must be celebrated, no matter how
small, and with full visibility where they are obvious and your crews
WELL? gather.

11 CHAPTER ELEVEN
GROUNDHOG DIGITAL
TRANSFORMATION
ROADMAP
Strategic Solutions
It has been discussed so often, become such an expectation or do-

ing business in the modern era, that one might think digital trans-
IRUPDWLRQLVDVVLPSOHDVȵLSSLQJDVZLWFKOLNHWXUQLQJRQWKHOLJKWV
If only, right?
But for some organizations, we are literally still talking about mov-
ing from paper to digital. Some are just moving away from Excel.
There are very successful mines still doing SIC with radios. Mining is
a world-wide business, with many levels of maturity. (And we would
like to recognize the Global Mining Guidelines Group for their work
in helping to align mining practices – particularly around safety.)
We know digital transformation is a massive undertaking, and, in

this sense, it could be more properly referred to as business trans-
PEOPLE & PROCESS ARE THE formation. The adoption of digital technology is only an enabler,
and only one segment of an overall transformation and continuous
LPSURYHPHQWH΍RUW3HRSOHDQGSURFHVVDUHWKHUHPDLQLQJWZR
REMAINING TWO SEGMENTS THAT segments that make a complete and successful transition possible.
MAKE A COMPLETE & SUCCESSFUL With this rationale, we’ve developed a strategic roadmap. We feel
it is important and incumbent upon us as advisors, in addition to
being providers, to incorporate change management principles
TRANSITION POSSIBLE
UNDERSTAND THEIR Another tracking feature that may be used is a data feed into tele-
vision monitors using a line out from the software system, allowing
CONCERNS AND data such as shift goals, management messages, equipment alloca-
tions, and active hazards to be displayed for all workers to see. This
DETERMINE HOW TO is a powerful communications tool (hello, change management!),
and this sharing of information helps workers coming in for their
CREATE THE DESIRE shifts to immediately understand the conditions and requirements
FOR CHANGE of their shift that day, making allocation much easier and saving
VLJQLȴFDQWDPRXQWVRIWLPH
%HWZHHQWKHȴUVWWZRVWHSVRIWKHURDGPDSZHKDYHVHHQZRUNHUV
have their shift length reduced by approximately half, a massive
gain in terms of productivity. Implementation time for this stage is
PRQWKVLQWRWKHSURFHVV
Figure 11.1. DFURVVȴYHSURJUHVVLYHOHYHOVWRHQVXUHVXFFHVVLQGLJLWDOWUDQVIRU-
Moving Tons Safer + Faster
PDWLRQH΍RUWVIRURXUFOLHQWVLQWKHPLQLQJLQGXVWU\%XWDULVLQJ Because data has been logged for several months at this point,
tide lifts all ships, and we want all mining operations to succeed performance trending using that data is now possible, which allows
DQGLPSURYHRQVDIHW\HɝFLHQF\DQGSURGXFWLRQDVZHOODVHPLV- leaders to interpret trends and make informed decisions that will
sions, community wellness where they operate, and environmental help reduce variance in the plan. This is where a lot of mines would
concerns. EHKDSS\WRVWLFNIRUDZKLOH$QGWKDWȇVMXVWȴQHȂDORWFDQEHDF-
FRPSOLVKHGDW/HYHO
As with any journey, you go at your own pace, setting your own
destination based on your needs. Ultimately, for any vendor, the LEVEL 3 – Connect
client drives what we do, we meet them where they are, and if they
do not feel they need to be at the top level of any roadmap, that is Here’s where things really start to come together. Inter-depart-
to be respected as boundaries that we can work within. PHQWDOFRQQHFWLYLW\EHJLQVLQ/HYHO:LWKWDEOHWVEHLQJLQWUR-
duced, operators are given greater power of communication, and
LEVEL 1 – Capture HɝFLHQF\DQGGDWHFROOHFWLRQLVLPSURYHGDVWKH\HQWHUGDWDUHODW-
ed to inspection checklists and other information directly into the
7KHȴUVWOHYHORI*URXQG+RJȇVURDGPDSIRFXVHVRQWKHFDSWXULQJ tablets instead of on paper. Operators use tablets to log ‘downs’
of information electronically. We are moving from paper to digital. and delays from underground, notifying supervisors immediately
Here employees provide the shift log data they’ve collected on so they can take action, change course, and adjust the plan.
paper to a data entry operator who will input this information into
control room software. Clients also create their data governance The Maintenance team will also get involved at this stage as their
structure and establish baseline key performance indicators (KPIs) DSSVDUHLQWURGXFHG7KHDELOLW\WRUHDFWWRQRWLȴFDWLRQVUHFHLYHG
GO AT YOUR during this stage. in real time means downed equipment can be attended to more
OWN PACE, LEVEL 2 – Track
TXLFNO\(TXLSPHQWWUDFNLQJYLDWDEOHWVDOORZVPLQHUVWRȴQGHTXLS-
ment that may have been moved for refueling or parked on a
SETTING YOUR ΖQ/HYHO.3ΖVDUHQRZEHLQJWUDFNHGDVLVUHDOWLPHLQIRUPDWLRQ GL΍HUHQWOHYHORUORFDWLRQWKDQWKRXJKW
using supervisor applications. This tracking allows supervisors to
OWN DESTINATION input and record any issues that may have happened during the This seamless communication loop via the apps now includes the
BASED ON YOUR shift, allowing for plan updates or alterations. The Mine Manager warehouse (or Stores), which is now able to track inventory, includ-
can also use an app to view and act upon real-time data. Imple- ing what consumables have been used, along with any special re-
NEEDS PHQWDWLRQWLPHIRUWKLVOHYHOLVW\SLFDOO\PRQWKV quirements. This level might also include the introduction of basic

LEVEL 5 – Transform
ore control, and the advanced reporting of near real-time data can
be enabled.
SAFETY IS AN
2QFHFRPSOHWHDWWKHPRQWKVWDJH$//WKHLQIRUPDWLRQEH-
INTEGRAL PART OF Imagine a future where advanced analytics are introduced, AI
decision making and predictive maintenance begins to truly take
comes available for real-time tracking. The solution becomes a very THE OPTIMIZATION shape, and overall transformation is very evident.
powerful communications and decision support tool.
PLAN, AND SAFETY In this future, your mine is in an end state of transformation with
What uses might there be for an app that allows for immediate
communications between individuals underground?
MANDATES AND a safe maximization of mining intensity as operators and super-
visors are able to complete the right work at the right time, in the
OPERATIONAL right way, without a need for additional headcount nor equipment.
SAFETY – Share safety information and topics, and pass along
safety information immediately – shifter to crew, or crew to shifter
CAPACITY ARE Safety levels are improved by connecting miners as to the status
XQGHUJURXQGDQGWRDYRLGFRQȵLFWVLQDUHDVEHWZHHQZRUNXQLWV
- and have a record of it. INTERTWINED. or machinery, and providing information to miners constantly and
consistently.
HEADING STATUS – When the shift ends hours after the supervi-
VRUVKDYHGRQHWKHLUKDQGR΍RSHUDWRUVFDQHQWHUWKHQXPEHURI
6DIHW\KDVIURPWKHEHJLQQLQJRIWKLVWUDQVIRUPDWLRQH΍RUWDQG
the heading and update information around safety issues, prob-
the beginning of this discussion), been the number one priority,
lems, and readiness for the next step in the cycle.
and at this point in the future, safety is an integral part of the op-
PICTURES OF ISSUES – A visual of any problem can be sent to the timization plan, and safety mandates and operational capacity are
DSSURSULDWHSHUVRQVRWKDWVROXWLRQVDQGPLWLJDWLRQH΍RUWVFDQEH- intertwined.
gin immediately, before anyone has to go all the way to a location
to look at them. Supervisors in the future review automatically generated digital
PRE-OP AND POST-OPȂ7DNHSLFWXUHVRIDQ\LVVXHVLGHQWLȴHG shift plans at the beginning of every shift on their computer or
with machinery and share them so there is a time-stamped record tablet. The supervisor uses the information from these plans to
of the machine status BEFORE use. establish shift goals - be it clearing delays, making up production
losses, or others based on the data provided for that day (which
ACCOUNTABILITY - Radios are temporary but immediate info. you know is spot-on accurate.)
Paper notes can be lost or ruined. Conversations or instructions
issued via a messenger app provide a record of any important
information or discussion that is shared.
Miners have always shown a lot of ingenuity, and these are just a
few suggestions of how messenger apps have been used to share
important info. How would you add to this list? No doubt the crews
will come up with many ways to get communication working for
them.
LEVEL 4 – Automate
Now your view of what is going on underground is almost as if

there were no ground between you and the face. This is where the
optimization of the real-time data occurs, when the human error
factor is removed via the automation of previously manually input
data, and automation also governs sensors that will automatically
track fuel consumption, load volumes and TPMS, while telemetry
XQLWVREWDLQGLUHFWHTXLSPHQWGDWD7KHPRQWKVWDJHLVZKHQ
Level 4 is rolled out.
Figure 11.2
Moving Tons Safer + Faster

This future might sound like it also features the Starship Enter-
LEVEL 1 SULVHȂEXWDWWKLVIXWXULVWLFVWDWHLVDOOWDNLQJSODFHLQWKHȴQDOIHZ
PRQWKVRIWUDQVIRUPDWLRQ
Capture
Today, most companies are either somewhere between Level
DQG/HYHORIWKHURDGPDSȐRUKDYHQRW\HWHQWHUHG/HYHO
LEVEL 2 There is room for everyone under the roadmap tent, as long as
WKHUHLVZLOOLQJQHVVWRWDNHWKHȴUVWVWHSV
Track
As always, planning is essential and starts even before the process
gets rolling in order to ensure readiness. This is where you will
LEVEL 3 EHJLQDVVHVVPHQWVLQ\RXUFKDQJHPDQDJHPHQWH΍RUWVDQGGDWD
trending and relevant information should be analyzed in prepara-
Figure 11.3 Of course, and contrary to the fears that were once held, the Connect tion for the undertaking of the transformation.
Working Together to human element remains, and adjustments can be made to recom-
Make a Plan for Success
mended plans based on a supervisors’ specialized knowledge or The roadmap is intended to be a journey, taken methodically and
experience. Supervisors are able to assign equipment and per- LEVEL 4 at a comfortable pace – this is not a time to decide you are behind
VRQQHOWRVSHFLȴFWDVNVEDVHGRQNQRZQDYDLODEOHUHVRXUFHVRU$Ζ the pack and decide to charge ahead without carefully considered
could make the assignments or provide suggestions on historical Automate plans. Ideally, navigation of this roadmap is done in three waves –
DVVLJQPHQWGDWD(LWKHUZD\OLQHXSHɝFLHQF\DQGDFFXUDF\LV FKDQJLQJSURFHVVHVWKDWGRQȇWVLJQLȴFDQWO\FKDQJHKRZHPSOR\HHV
leagues ahead of any handwritten instruction card, and the shift work, then changing processes that directly impact how employ-
supervisor of the future can focus on safety, production quality, LEVEL 5 ees work.
and even mentoring during the shift.
Transform Everything we have discussed until now is designed to make your
Before the shift begins, this shift plan information is distributed FKDQJHVȊVWLFN\ȋDQGPDNH\RXUH΍RUWVZRUWKZKLOH
to everyone digitally via the line out monitors, tablets, and apps.
Everybody goes underground with the same information, knowing
the status, avoiding standby and confusion.
In the Operations Center that has been set up to monitor prog-

ress, necessary adjustments can be made over the course of the
shift as progress versus plan data is instantly analyzed, variances
DUHGHWHFWHGDQGWDVNVDUHPRGLȴHGDFFRUGLQJO\
After completion, each shift is reviewed and planned tasks are

reprioritized with respect to production progress, losses, and
downs & delays. Adjustments are made to resources and sched-
uling in accordance with goals. All adjustments are communicated
to appropriate operators and a new shift log can be generated
UNDERSTAND THEIR for the next shift to use, with comprehensive reporting generated
daily, weekly, or monthly.
CONCERNS AND
In this future state, the management of data provided through dig-
DETERMINE HOW TO ital transformation invites leaders to implement more agile think-
CREATE THE DESIRE ing. As part of a regular work mandate, data review can help to
make better decisions and increase inter-department communica-
FOR CHANGE tion, promoting collaboration and breaking down workforce silos.
Figure 11.4
Transforming the Culture

12 CHAPTER TWELVE
CONCLUSION
Final Takeaways
for Implementation
So, what are we taking away from this? In any successful technolo-
J\LPSOHPHQWDWLRQLQLWLDWLYHRIVLJQLȴFDQWVFRSHWKHURDGWRVXF-
cess will rely on multiple factors:
• Being clear on your objectives

• Choosing the right technology for the job
ȏ 'HȴQLQJVXFFHVVFULWHULD
ȏ 3ODQQLQJH΍HFWLYHO\
• Understanding your organization and its people
• Managing the change
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JXLGDQFHDQGH΍HFWLYHFRPPXQLFDWLRQWKHUHVXOWFDQEHVRPH-
thing to celebrate for all stakeholders.
:HȇYHVHHQKRZH΍HFWLYHGLJLWDOWUDQVIRUPDWLRQDQGWHFKQRORJ\LP-
SOHPHQWDWLRQVUHO\RQPDQDJLQJH[SHFWDWLRQVDQGGHȴQLQJGHVLUHG
RXWFRPHV:HNQRZWKLVLVDFFRPSOLVKHGLQSDUWWKURXJKH΍HFWLYH
THESE PRINCIPLES ARE A NECESSARY assessments and application of change management principles.
These principles are a necessary part of any change initiative, and
PART OF ANY CHANGE INITIATIVE, & KLJKO\H΍HFWLYHZKHQDSSOLHGLQDOOSKDVHVIURPVFRSLQJWKHSURM-

ect, to process mapping, the physical implementation itself, and
VXVWDLQLQJWKHFKDQJHWKURXJKH΍HFWLYHUHLQIRUFHPHQW
HIGHLY EFFECTIVE WHEN APPLIED IN
ALL PHASES
Ultimately, we all want the same things: IT IS PROVEN Taken together, a project focus, a proven Digital Transformation
5RDGPDSDQGFKDQJHPDQDJHPHQWDOOKHOSWRGHȴQHHVWDEOLVK
TO HELP KEEP and improve processes around communications and change to
TO MATCH THE PRODUCT WITH THE CLIENT (Is it the right deal for all in- ensure they are followed. These processes in turn work to mitigate
volved? Are we solving the right problems?) STAKEHOLDERS ULVNDQGGHȴQH\RXUFKDQJHDSSURDFKIRUHYHU\SURMHFWΖWLVSURY-
en to help keep stakeholders engaged, available, and accountable.
SET THE PROJECT UP FOR SUCCESS (Who are the key stakeholders with ENGAGED, In other words, they will pay for themselves many times over.
whom we can start developing relationships?)
ANTICIPATE, IDENTIFY, AND MANAGE RISK (What do we need to know right

AVAILABLE, & We encourage you to start by choosing a mine digitization plat-
away to avoid problems later?) ACCOUNTABLE IRUPWKDWKHOSVFRPSDQLHVPRYHPRUHWRQVPRUHHɝFLHQWO\ZLWK
MAKE IT STICK (How do we address the concerns and capture the motivations
greater safety. Then work the process.
and desires of the people who will be using the product?)
And get more done every shift.
The more people involved in the change around a new product or

implementation, the more important proper change management
becomes. If the changes are being driven by the enterprise/cor-
porate level, managing the change at the site level becomes even
more important.
Application of Change Management principles and assessments

can help determine whether the site wants or is accepting of the
FKDQJHDQGWKHQDVVLVWLQȴJXULQJRXWWKHSUREOHPVWKDWQHHG
solving in order to get them pulling for it, making it their idea.
So, the answer to the question of whether any vendor worth its
salt in this day and age is a change management company, or a
tech company is…yes.
In the world we inhabit today, with technological innovations

coming at an increasingly faster rate, you want to establish a work
culture that becomes accepting of and even eager for change. Cre-
ating a group of positive net promoters that can take the message
that innovation and transformation need not be something to fear
to other sites or work units within your organization, will have last-
LQJDQGSURIRXQGEHQHȴWV
WE ENCOURAGE YOU TO START BY CHOOSING A MINE
But we know that to accomplish this, experienced guidance and
DIGITIZATION PLATFORM THAT HELPS COMPANIES MOVE
coaching on how to implement and embed communications and
change management into your processes is required. A robust
MORE TONS, MORE EFFICIENTLY, WITH GREATER SAFETY
and successful implementation provides better sustainability and
use of the new tech through reinforcement, increasing the odds of
future success.

13 CHAPTER THIRTEEN
ABOUT
GROUNDHOG
Creating Solutions
The GroundHog digital transformation roadmap can be used as a
guideline by tailoring timelines and objectives to suit your organiza-
tion, helping you to successfully execute your own digital transfor-
mation strategy.
The old saying ‘there’s an app for that’ now applies to the mining in-
GXVWU\8VLQJGLJLWDOWHFKQRORJ\PDNHVSURFHVVHVVLJQLȴFDQWO\HDV-
ier and faster to complete, and allows companies to spend more
time on actual production. GroundHog are thought leaders in the
digital transformation space, and through education we can trans-
form the mining industry through the use of digital technology.
GroundHog provides a number of tailored solutions to mines after

working alongside them to determine pain points. We deploy digital
technology to help mines increase their levels of productivity expo-
QHQWLDOO\E\HQDEOLQJWKHPWRGLUHFWWKHLUH΍RUWVRQWKHLUJUHDWHVW
opportunities, and execute with excellence.
Whether or not your company has a communications or change

management department, GroundHog provides the capability to
focus on the support of your project at the site or enterprise level,
and is experienced in working with all parties to create an approv-
WE DEPLOY DIGITAL TECHNOLOGY TO als process that assures material and tools are created and made
available in a timely fashion. Generally, this is left to sites to man-
age – not always happily. We provide an opportunity to take this
HELP MINES INCREASE THEIR LEVELS WDVNR΍WKHVLWHPDQDJHUȇVSODWHDQGR΍HUVXSSRUWIRULQGLYLGXDOV
ZKRGRQRWKDYHWLPHWRGRLWR΍WKHVLGHRIWKHLUGHVNDVDYDOXH
OF PRODUCTIVITY add. In our experience, this is rarely met with resistance. Our expe-
rience allows you to eliminate risk, maintain control of the message
and methodology, and manage site level communications.


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DIGITAL

You Can’t Have One Without the Other

Introduction: The Digital

Digital Transformation and Change Management

Digital transformation has been a buzzword for several years, as

Understanding that “How might we?” is generally considered a

thousands of conversations, the desires of every mine, everywhere

being of paramount importance?

How might we digitize paper-based processes and use the digi-

sense for the people involved?

5 Digital Transformation + Change Management

greatest risk lies is in not using a systematic approach that respects

You are on an adoption journey – it is not a “one and done” pro-

6 Digital Transformation + Change Management 7 Digital Transformation + Change Management

8 Digital Transformation + Change Management 9 Digital Transformation + Change Management

A DATA DRIVEN People. Then…

MODEL FOR Process. Then…

10 Digital Transformation + Change Management 11 Digital Transformation + Change Management

Beyond that, however, there are so many key bits of information:

WILL YOUR CULTURE SUPPORT THE EFFORT?

it is critical. But with the right approach, also very doable.

12 Digital Transformation + Change Management 13 Digital Transformation + Change Management

Finding the tools

But hear us out. Or better yet, read on…

A mining company in the Americas was already using a couple of

15 Digital Transformation + Change Management

YOU DON’T HAVE TO DO

16 Digital Transformation + Change Management 17 Digital Transformation + Change Management

Through planning and process and stakeholder mapping, you

18 Digital Transformation + Change Management 19 Digital Transformation + Change Management

We all love a good baseline, don’t we? We don’t want to make

Digital transformation is the integration of digital technology into

accelerate productivity, and allow the company to deliver a greater

21 Digital Transformation + Change Management

In the mining space, it is not so much about competition as it is in

And there are several advantages involved with digital transforma-

ENHANCED EMPLOYEE SAFETY

INCREASED PRODUCTIVITY AND EFFICIENCY

MORE EFFECTIVE USE OF RESOURCES AND EXTENDED LIFE OF MACHINERY

A NEW BREADTH OF KNOWLEDGE THROUGH THE AVAILABILITY OF DATA COLLECTION

THE CREATION OF NEW COMMUNICATION CHANNELS AND SHARING OF MORE INFORMATION

THE CONCEPT OF TEAMWORK BEING CHAMPIONED ACROSS THE WORKFORCE

22 Digital Transformation + Change Management 23 Digital Transformation + Change Management

Digital transformations require a foundation to build upon and

24 Digital Transformation + Change Management 25 Digital Transformation + Change Management

workers are being “watched by management.” This gives one a clue

26 Digital Transformation + Change Management 27 Digital Transformation + Change Management

28 Digital Transformation + Change Management 29 Digital Transformation + Change Management

For our purposes, from the digital transformation standpoint,

30 Digital Transformation + Change Management 31 Digital Transformation + Change Management

DEMONSTRATION OF Change management is essentially the demonstration of strong,

The General Manager of a mine that had just implemented a

32 Digital Transformation + Change Management 33 Digital Transformation + Change Management

Models for Change

Prosci methodology is basically comprised of three components:

• The Prosci Change Triangle Model

PROSCI CHANGE TRIANGLE MODEL

FOCUS ON THE PEOPLE 7KHȴUVW3URVFLFRPSRQHQWRXWOLQHVIRXUNH\DVSHFWVRIDVXFFHVV-

34 Digital Transformation + Change Management 35 Digital Transformation + Change Management

You’ve heard a lot about preparation and planning so far in this

PART OF ANY CHANGE INITIATIVE, & KLJKO\H΍HFWLYHZKHQDSSOLHGLQDOOSKDVHVIURPVFRSLQJWKHSURM-