A new factory promises modern technologies and automated processes. When companies invest in new production sites, the focus is usually on the technology. But based on our experience and expertise, the success of a greenfield or brownfield project often hinges on something else: the people who will work there. Even the best planning remains theoretical if we fail to get employees on board and actively involve them in the process. A planned production site only becomes a successful one when the people on the ground understand, accept, and help shape the change.
Greenfield and Brownfield: Two Projects, Two Challenges
The starting points for greenfield and brownfield projects differ significantly. In the former, something completely new is being created. Processes, workplaces, and workflows can be reimagined from the ground up. At the same time, employees must leave their familiar surroundings and adapt to a future that is often not yet tangible. The central question here is often: What will my future work environment look like?
The situation is different with a brownfield project. Here, the future meets existing structures. Employees have gained experience over the years or decades, developed routines, and shaped processes. Changes are therefore often not measured by technical details, but by how significantly they disrupt the day-to-day work routine. However, one crucial insight is common to both types of projects: People must not only be informed but also actively involved.
Turning Those Affected into Proactive Contributors
In many projects, the initial focus is on communication. While this is important, it is not enough. True acceptance arises only when employees can actively participate. That is why change management should not begin just before the go-live, but rather as early as the planning phase. Those who work on the equipment every day usually know the processes better than any drawing or simulation. Incorporating this knowledge not only improves planning but also strengthens employees’ sense of ownership of the project.
An example from a current transformation project illustrates the following: Employees from production and logistics were involved in workshops as early as the design phase. Together with the planning team, they discussed material flows, workplace requirements, and daily challenges. The result comes as no surprise: Several layout adjustments were implemented even before construction began. At the same time, a strong sense of shared responsibility developed among those involved—an important foundation for future acceptance.
New Technologies Require New Skills
New production sites are almost always accompanied by new technologies and changed ways of working. However, introducing modern systems is only half the battle. What matters most is whether employees acquire the necessary skills and develop the confidence to use the new tools successfully. Training should therefore not be viewed as a one-time training block, but rather as an ongoing component of the entire project. Training sessions, practical tests, and on-the-job learning help reduce uncertainty and make the changes tangible.
This was also evident in a greenfield project at an industrial company: Even before the first systems were installed, future employees were able to familiarize themselves with the new workflows through simulations and pilot environments. This was supplemented by regular project updates and open Q&A sessions with executives. When the site finally went live, not only were the technical systems ready, but the people also felt prepared and were able to adopt the new processes more quickly.
The decisive factor is—and always will be—people
Regardless of whether it’s a greenfield or brownfield project, buildings can be planned, equipment installed, and processes defined. But it is the people who make a site successful. That is why change management is far more than just a supporting project measure—it is a key success factor in the project’s implementation. Those who involve employees early on, train them, and give them genuine opportunities to shape the process not only foster acceptance of change—they also lay the foundation for investments in technology and infrastructure to reach their full potential.
Ultimately, a production site is not created by machines alone, but by the people who shape the future there every day. Or to put it another way: The journey from a factory to a production site begins with technology. It is made successful by the people who embark on this journey and help shape it.
Three Lessons for Change Management:
1. Involve employees early rather than informing them late: Engage employees as early as the planning phase. When employees have a say in shaping future processes and workplaces, they develop an understanding of, trust in, and a sense of ownership toward the project.
2. Plan training alongside technical implementation: New technologies only deliver their full benefits once employees can use them confidently. Training, pilot programs, and learning formats should therefore be part of project planning from the very beginning.
3. Make leaders visible: Leaders are the most important ambassadors of change. Regular communication, open dialogue, and a personal presence provide direction and instill confidence during times of change.
