Change by Design, Not Default

Lessons from the Front Lines of Fleet Transformation

If there’s one thing that’s clear in fleet management today, it’s that standing still isn’t an option. That theme came alive at the 13th Annual Results+ Fleet Performance Summit during our panel, “Driving Change: Lessons of Fleet Transformation.” For the discussion,I had the privilege of being joined by Dominika Leja, Associate Director for Fleet at AstraZeneca; Michael Hauge, Senior Manager of Fleet Operations and Electrification at Ecolab; and John Alioto, Vice President of Supply Chain & Fleet Management at USIC. Together, we explored what it takes to transform a fleet – not incrementally improve it, but to fundamentally rethink it.

Though we entered the conversation from different perspectives, a single theme kept rising to the surface: meaningful fleet transformation is never accidental. It demands vision and a willingness to embrace discomfort.

Transformation Starts at the Top, But It Doesn’t Stay There

Every major fleet transformation begins with a catalyst. Sometimes it’s sustainability goals. Sometimes it’s cost pressure or operational complexity. Sometimes it’s rapid growth that exposes inefficiencies.

But regardless of the trigger, one thing became clear: executive sponsorship is non-negotiable. When leadership sets ambitious goals, whether tied to electrification, centralization, cost control, or Corporate Responsibility commitments, it gives fleet teams both permission and responsibility to act boldly.

At the same time, top-down commitment alone is not enough. Transformation only becomes real when it extends across the organization: when sales leaders, field managers, technicians, finance partners, safety teams, and drivers are engaged in the process.

Data Is the Foundation, But Not the Finish Line

Another consistent thread in our discussion was the role of data.

Fleet transformation cannot be based on assumptions or perceptions. In fact, one of the most eye-opening lessons shared was how often perception differs from reality, particularly when it comes to vehicle usage, daily mileage, and operational impact.

Historical fuel data, telematics insights, route analysis, repair trends, lifecycle costs–these inputs allow fleet leaders to phase change intelligently rather than attempt sweeping adjustments without guardrails. But data alone doesn’t drive transformation. It informs it.

Our panelists have used data in a number of ways – from building phased rollouts to measuring productivity impacts. Companies are using this state both at the onset of a big initiative but also, once a rollout begins, if there is need to pivot. 

Inclusion Reduces Resistance

One of the most powerful lessons reinforced during the session was the importance of communication.

Whether shifting from decentralized to centralized fleet management, deploying advanced safety technology, or electrifying a service fleet, resistance is natural. Change disrupts familiarity.

What makes the difference is engagement. Steering committees, cross-functional task forces, collaboration with safety, HR, finance, and operations, listening sessions with drivers.

When stakeholders are invited into the process, and not just informed after decisions are made, resistance decreases and ownership increases. Wheels’ Safety and EV Stakeholders guides provide more insight into this area.

Change Is Hard, and That’s Okay

We also spent time acknowledging something that often goes unsaid: change is uncomfortable. If a transformation feels easy, it likely isn’t transformative.

Whether integrating new vehicle types, restructuring reporting lines, revisiting lifecycle strategy, installing charging infrastructure, or deploying new technology platforms, there will be friction points. There will be moments where not all answers are available. Waiting for perfect certainty can stall progress.

The fleets represented on our panel demonstrated that learning through implementation: testing, adjusting, reassigning, refining, often produces better long-term outcomes than overanalyzing in pursuit of perfection.

Keep the Driver at the Center

Throughout the discussion the driver experience was at the center of a successful fleet transformation. Organizations that prioritize supporting drivers with clarity, flexibility, training, and consistency can advance with greater confidence and fewer setbacks.

When drivers understand the “why,” and feel supported in the “how,” transformation becomes a shared journey rather than an imposed mandate.

Ultimately, fleet transformation isn’t about chasing trends. It’s about aligning fleet strategy with business strategy. Most importantly, it’s about recognizing that fleets are not static assets. The fleet managers on this panel demonstrated that with vision, collaboration, and a data-driven foundation, even the most complex fleets can evolve: thoughtfully and effectively.