Organizational Change Leader

Marmon Holdings, Inc.•Chicago, IL

5d•Hybrid

About The Position

Union Tank Car Company & Procor As a part of the global industrial organization Marmon Holdings—which is backed by Berkshire Hathaway—you’ll be doing things that matter, leading at every level, and winning a better way. We’re committed to making a positive impact on the world, providing you with diverse learning and working opportunities, and fostering a culture where everyone’s empowered to be their best. Must be eligible to work in Chicago, IL, without visa sponsorship LOCATION REQUIREMENT - MUST RESIDE WITHIN COMMUTING DISTANCE OF OUR CHICAGO HQ OFFICE FOR A HYBRID (MINIMUM 2 DAYS/WEEK) IN OFFICE ENVIRONMENT. POSITION SUMMARY The Organizational Change Leader will lead the people‑side of change for our enterprise‑wide ERP implementation, Organization Integration & Optimization and additional organization-wide change initiatives as assigned. Over the next three years, this role will drive stakeholder alignment, readiness, and adoption for significant changes in systems, processes, automation/technology, and roles & responsibilities. In partnership with the ERP program, HR, IT, Finance, Operations, and business leadership, the OCM will define and execute a comprehensive change strategy that minimizes disruption, accelerates proficiency, and realizes business case benefits.

Requirements

Bachelor’s degree in Business, IT, Organizational Development or equivalent
10 years in organizational change management leading large‑scale transformations, including ERP or other enterprise-wide Technology Platform implementation required (SAP, Oracle, Microsoft, Infor, Workday, etc.)
Proven experience with multi‑site operations and business unit integration or centralization programs.
Mastery of core OCM methods (e.g., Prosci/ADKAR, stakeholder analysis, impact assessment, change planning, communications, training/enablement, benefits realization).
Exceptional facilitation, executive influence, and storytelling skills; ability to translate complex program changes into practical field impacts.
Strong program skills (planning, risk management, interdependency tracking) and analytics (readiness/adoption dashboards).
Advanced proficiency with Microsoft 365/Teams/SharePoint; comfort partnering with PMO and SI partners.
Ability to travel: ~15–25%
Hybrid work arrangement: minimum two days per week in the Chicago office.

Nice To Haves

Prosci®, CCMP (ACMP), or equivalent certification; PMP and/or Agile experience a plus.
Background in asset‑intensive, manufacturing, leasing, or field service environments.
Experience establishing change networks and standing up command‑center routines for major go‑lives.

Responsibilities

Enterprise ERP Transformation Change Strategy & Governance: Lead the change workstream for the ERP program; establish governance, tollgates, and cadence with the PMO and SI partner; integrate change plans with program plan, cutover, and hyper care.
Stakeholder & Sponsorship: Map stakeholders; create a sponsor roadmap; coach executives and people leaders to model and reinforce change.
Change Impact & Readiness: Conduct impact assessments for processes, policies, roles, org structure, and competencies; drive mitigation actions and readiness plans.
Communications: Build an executive and field‑level communications plan (town halls, leader toolkits, FAQs, short videos, Yammer/Teams posts, “day‑in‑the‑life” narratives).
Training & Enablement: Partner with HR/L&D to run training needs analysis; define curricula, learning paths, and train‑the‑trainer; coordinate with LMS and site leads; produce job aids and quick‑reference guides.
Change Network & Super Users: Stand up and lead a change agent/super‑user network across functions and sites to support testing, UAT, and go‑live adoption.
Cutover & Hypercare: Prepare the organization for cutover; stand up command‑center routines; monitor adoption, sentiment, and issue trends post‑go‑live; close feedback loops.
Adoption & Benefits Realization: Define and track adoption KPIs (e.g., role‑based training completion, proficiency curves, reduction in manual workarounds, utilization of standard processes), and partner with Finance/PMO to connect to the ERP business case.
Organizational Transformation (Integration & Optimization) “One Company” Ways of Working: Drive harmonization of processes and role expectations; support leader assimilation and team norms across the integrated platform. (Aligned to our centralization and ERP journey.)
Org Design & Role/Responsibility Clarity: Partner with HR and business leaders on org design implications, role mapping, RACIs, and job description updates; support change‑related staffing transitions and communications.
Culture & Leadership Enablement: Build leader playbooks and facilitated sessions to reinforce desired behaviors, decision rights, and cross‑BU collaboration.
Readiness & Risk Management: Maintain an integrated change risk register for the integration; escalate and resolve resistance hotspots and capacity constraints.
Program Ways of Working Data‑Driven Change: Stand up dashboards (e.g., Power BI) for readiness, sentiment, and adoption; derive insights and recommended actions.
Co‑Creation & Field Engagement: Use design‑thinking workshops, journey maps, and “voice of the user” forums to shape solutions and reduce resistance.
Compliance & Policy Alignment: Identify policy/process changes needed for ERP standardization; coordinate approvals and rollout plans.
External Partner Management: Coordinate with the systems integrator and change/learning vendors; ensure deliverables meet our standards and are practical for field adoption.