Virginia Department of Transportation: Trying to Keep Virginia Moving (B)

Abstract

What makes a good change agent? How does an outsider gain credibility inside a large and traditional organization? This undisguised case offers students an opportunity to design and explore a large-scale organizational change initiative and develop a comprehensive action plan for managing it. After winning the 2001 election, the new governor of Virginia, Mark Warner, named Phillip Shucet to head the Virginia Department of Transportation (VDOT). Shucet was eager to bring his private sector experience and management expertise to VDOT, and he knew it would be a challenge. VDOT was renowned for its engineering innovation and cutting edge research. More recently though, the departments public reputation had become damaged and employee morale had hit rock bottom. The A case describes the situation at the time the Commissioner takes over and offers a glimpse into the workings of a large governmental agency. Shucets efforts to implement change suggest required capabilities that effective change agents must possess. Students have an opportunity to examine Shucets change action plan in the B case. Extensive video clips on CD-ROM disk format accompany the case and feature Phillip Shucet and several members of the VDOT senior executive team, for both student preparation and faculty use in class.

Keywords: change implementation, long-range planning, meetings, motivation, organizational change, organizational culture, organizational structure