ABSTRACT
Organizationally, many of the challenges with inserting additive manufacturing (AM) into the culture stems from inherent dysfunction within the organization prior to AM insertion. Once senior leadership has instilled a sense of urgency and created a guiding coalition, the next step is to develop a change vision and strategy. For individuals to accept the AM change vision and strategy, it must be feasible and desirable. The strategy should provide sufficient information for individuals to see that the journey is realistic and achievable. The vision and strategy should be developed using market data, emerging business trends, and company business data, among other data sources. A successful AM vision and strategy should be easy to communicate and should not be complex. It should include areas of change, achievable targets, measures of success, and long-term interests of organizational stakeholders. It is necessary for all employees and managers to understand the organization’s direction.
