Dealing with reluctant employees meant that Dillard and Bettisconstantly met with department managers and the naysayers themselves.The team sat down with resistors and listened to their concerns, andthen tried to address them by discussing the goal of the securitymandate. "If people felt the changes were ineffectual, we acknowledgedtheir opinion but let them know we had to start somewhere," Dillardsays.

As a next step, Dillard got the resistors involved in Trust Domain byencouraging them to learn about the project scope and givepresentations to other departments in SITI. This helped reluctantemployees feel as if they were part of the team, and it showed otheremployees that if this person could support the project anyone could,says Dillard.

Secure the Hatches

When July 1 came, SITI passed the mandated independent audit of thenew security measures. The audit represented the first real test tofind out whether the Trust Domain project had succeeded. SITI was oneof the only Shell business units to pass the audit. And although SITIhad completed the project, so many of the other Shell companies failedthat the Royal Dutch/Shell Group was forced to push back the deadlineto Oct. 1 for implementing Trust Domain. For Jones and Dillard, thereal success lay in watching the change come and go without fanfareand without disrupting office life.

"Planning a change is like a three-legged stool," Jones says. "Thelegs are technology, process and people. To be successful, you need tohave all three and have them appropriately balanced. By the time thechange came, everyone was prepared."