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Organizational Design and Managing Change in IT Transformation Efforts
October 27, 2014
Rich GegenwarthDirector, People & Change
Chris Turner, PhDManager, People & Change
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Goals for Today’s Session
This session will:
Discuss how to manage, scale, and tailor change efforts for IT projects considering the spectrum from transactional to transformational
Review 2 recent OD implementation case study and share thoughts on how Change and Organizational Design (OD) practitioners can enhance impact along the stages of a typical IT program lifecycle.
Focus areas include:
Understanding the size and scope of the transformational change efforts
Tailoring Organizational Design and Change tools and methods
Identifying when to look for help.
Level Setting:Organizational Design and Transformational Change
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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What Drives Successful Organizational Performance
Organizations are more than just boxes, lines and lists of accountabilities. Organizational performance is driven by multiple factors which can be levered as needed to achieve desired objectives.
High-Performing Organizations: Have clear understanding of and alignment
to strategic objectives at a team, department, function and overall enterprise level
Know how the various performance drivers come together to influence outcomes: e.g., how leadership reinforces culture, or how an organizational structure enables effective decision making
Prioritize their focus on the organizational drivers based on overall impact on the ability to achieve desired benefits
Actively reflect on their performance in order to identify areas of misalignment and reprioritize and readjust their operating model and approach as needed
Leadership
Performance Management
Decisions
Culture
Capacity for Change
Capabilities
VAT specialism
Structure
Talent
OrganizationalPerformance
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Transformative Changes are part of our world
• Transformation is the world we live in today.
• It's the world where organizations compete to gain market share.
• According to KPMG research, 93% of U.S.-based multinational companies are in some phase of changing their business models.
• Where is your organization on the transformation continuum?
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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IT Transformation – Value is driven within and across functions
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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How do we define Organization Design?
Organization Design is the manner in which various components are defined and come together to determine how work gets done.Organization Design for Performance is about designing the components to best enable work to get done in a manner that achieves the goals and performance intended by leaders.
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Organizational Design for Performance - Complexity Spectrum
Business change/transformation efforts should include some degree of organization design
Organization Design projects can emerge as leaders look for performance improvement beyond operating model, process, and technology improvements.
Complexity/Impact
Light Medium Heavy
Organization Alignment
Roles and responsibilities are more likely to be “tweaked” than redefined
Role changes need to be coordinated with systems security and training
Implementation needs to be aligned with other technology and process projects
Organization Redesign
New roles and responsibilities may emerge as better alternatives
Skill requirements may include those previously not considered
Implementation and transition planning aligned with other corporate initiatives or business units
Organization Transformation
Detailed design driven by top down framework
Changes in roles and responsibilities may be significant
Org change may require multi-pronged phased implementation approach
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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How to Conduct an Organization Assessment
Typical Inputs
Future State■ Strategic vision and
objectives■ Business drivers/needs
(internal and external)■ Key performance
drivers Other improvement
opportunities
Current State■ Current capabilities and
performance■ Current culture,
organizational model■ Approach to decisions &
leadership
Future State Objectives and Vision
Analysis
Prioritization Principlesand Criteria
Organizational Gaps and Improvement Opportunities
Operating Model Options and Recommendations
Design Elements/AreasNeeded and Prioritized
Recommendations
High Level Roadmapand Next Steps
Outputs
Workshops
Interviews
Industry Trends, Leading Practices, Benchmarks
Surveys
Internal Data andMaterial Review
TYPICAL APPROACH
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Success Factors and Pitfalls of Organization Design
Organizations SUCCEED when they are… Organizations FAIL when they are… Shaped by the business strategy and vision – and
the executive team is aligned to that strategy
Based on the based on the business objectives and required capabilities
About more than moving the boxes –incorporate and align various elements of how work gets done
Roles and responsibilities are agreed and implemented into daily operations
Supported by a strong business case
Understood by senior stakeholders who are committed to the process
Not compromised by today’s people, structure and status quo
Built with an understanding of current organization strengths and weaknesses
Designed for sustainability, with a clear governance structure and integrated performance measures
Based on a “sticks and boxes” approach and overlook business imperatives
Based on people, not business requirements
Developed in a silo; departments/functions design organization without overall alignment to the strategy and goals of the organization
Designed without involving the right people– limits perspective on future organization needs
Focused on getting it done fast rather than getting it done right
Based on a “set and forget” model
Not effectively implemented in a well managed change effort
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Non-Technical Poll
When your stakeholders talk to you about restructuring, what is the first thing they want to do?
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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IT Organization Design Considerations
Typically benefit from a two tiered approach: Macro design - the top level of the IT
organization and the framework Micro design - focuses on the middle
levels down to the front-line
Translates strategy into actions and results through IT designs:
Organization Charts Role and Job Descriptions RACI, within IT and business interfaces Refined IT Competency FrameworkLeadership is prepared to lead through: Implementation planning Readiness Assessments Change Management activities
Organization Design
Results FocusedDesired Culture
Target OperatingModel
PurposeValue Add/Discipline
OrganizationObjectives
KPIDesign
PrinciplesRequired
Capabilities
Accountability Framework
Role Accountability Statements
DecisionMaking
Governance
MACRO ORGANIZATION
DESIGN
Measurement & Reporting
Systems
HumanResourceSystems
Leadership& Leadership
Teams
Value Chain(s) Organization Structure(s)
Co-ordination & Collaboration and Governance Mechanisms
MACRO ORGANIZATION DESIGN BLUEPRINTSETTING
THE CONTEXT
ENABLERS Desired Culture
Target OperatingModel
PurposeValue Add/Discipline
OrganizationObjectives
KPIDesign
PrinciplesRequired
Capabilities
Accountability Framework
Role Accountability Statements
DecisionMaking
Governance
MACRO ORGANIZATION
DESIGN
Measurement & Reporting
Systems
HumanResourceSystems
Leadership& Leadership
Teams
Value Chain(s) Organization Structure(s)
Co-ordination & Collaboration and Governance Mechanisms
MACRO ORGANIZATION DESIGN BLUEPRINTSETTING
THE CONTEXT
ENABLERS
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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How do we define Change Management?
Change management is a structured approach to transitioning individuals, teams and organizations from a current state to a desired future state. Change management is the process during which the changes of a system are implemented in a controlled manner by following a pre-defined framework/model.
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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What to Expect: ERP Implementations
Perf
orm
ance
Time
Design Develop/Test Implement Support Improve
Cutover
New CapabilitiesStabilizationGo Live
#1 Goal: minimize depth and breadth of the dip
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Why is Behavioral Change Management Important?
Taking a proactive and structured approach to address the people and organizational risks inherent in large efforts, and mitigating these risks, makes the chance of success much greater.■ Organizational transitions ■ Individual transitions
Sources:HBR, London School of Business, INSEAD, The Economist, CSC Index, Consulting News, Gartner Group, Gartner Research; SHRM 2007 Change Management Survey Report Mori Study
■ 70% of major change efforts (e.g., restructuring, ERP, M&A, downsizing) fail to achieve targeted benefits. The single largest contributing factor to change failure is people related.
■ More than 80% of failed implementations were caused by people, processes and politics, rather than by poor technology implementation.
■ Employee resistance (76%) was the obstacle most frequently experienced
■ Nearly three-quarters of organizations reported communication breakdown (72%), and almost one-half indicated reported insufficient time devoted to training (44%)
Top 10 Risks of Transformation ProgramsCulture 54%
Inappropriate org structure 48%
Employee resistance 46%
Senior Management resistance 45%
Fear 43%
Change overload 36%
Ineffective performance measurement 33%
Failure to sustain momentum 23%
Failure of past projects 21%
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Taking a proactive and structured approach to address the people and organizational risks inherent in large efforts, and mitigating these risks, makes the chance of success much greater.
• Organizational transitions • Individual transitions
Why is Behavioral Change Management Important?
Sources:HBR, London School of Business, INSEAD, The Economist, CSC Index, Consulting News, Gartner Group, Gartner Research; SHRM 2007 Change Management Survey Report Mori Study
• 70% of major change efforts (e.g., restructuring, ERP, M&A, downsizing) fail to achieve targeted benefits. The single largest contributing factor to change failure is people related.
• More than 80% of failed implementations were caused by people, processes and politics, rather than by poor technology implementation.
• Employee resistance (76%) was the obstacle most frequently experienced
• Nearly three-quarters of organizations reported communication breakdown (72%), and almost one-half indicated reported insufficient time devoted to training (44%)
Top 10 Risks of Transformation ProgramsCulture 54%
Inappropriate org structure 48%
Employee resistance 46%
Senior Management resistance 45%
Fear 43%
Change overload 36%
Ineffective performance measurement 33%
Failure to sustain momentum 23%
Failure of past projects 21%
A recent study by SHRM showed the effect of a Change Management (CM) program on a project's ROI.
■143 percent ROI was achieved when an excellent CM program was part of the initiative;
■35 percent ROI when there was a poor CM program or no program involved in the initiative.
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Proactive, structured approach to address the
needs of the organization and
individuals
Design and re-design of organizations to achieve
specific performance objectives
Strategic transformation through process,
technology and operating model innovation
CHANGEMANAGEMENT
ORGANIZATION DESIGN
WORKFORCEOPTIMIZATION
Change Management within the Broader Context
Organization D
esign for Performance
Methodology
Globally consistent approach
Speed
Measurability
Learning from experience
More efficient delivery
• If each part of an organization follows the same methodology, the output at all stages will be consistent and therefore comparable. Consistency in the design and approach gives transparency and allows identification of any organization-wide initiatives.
• Numerous tools that can be applied immediately • Methodology provides context and approach
• Leading practices from KPMG member firms were incorporated into the methodology
• Methodology and tools have been designed while ‘on the job’, i.e. the tools have been tried and tested on client engagements
• A key element and one that is often overlooked is the measurement of the benefits of a program. Benefits realization is included at the very start of the process and continues to be tracked during implementation and beyond.
• Leveraging a globally consistent ODP methodology will lead to the identification of more and better integrated benefits beyond what would be identified by an unstructured approach.
DescriptionBenefit
COMMUNICATIONS
LEARNING
A strategic approach to attracting, developing and
retaining talent and capability to deliver a competitive advantage
TALENT MANAGEMENT
HR Information Technology
HR Skills
HR Strategy
HR Service Delivery Model
HRPrograms,
Policies and
Processes
HR Performance Measurement
CompetitiveAdvantage
Through People
High PerformingHR Function
HR Information Technology
HR Skills
HR Strategy
HR Service Delivery Model
HRPrograms,
Policies and
Processes
HR Performance Measurement
CompetitiveAdvantage
Through People
High PerformingHR Function
HR Information Technology
HR Skills
HR Strategy
HR Service Delivery Model
HRPrograms,
Policies and
Processes
HR Performance Measurement
CompetitiveAdvantage
Through People
High PerformingHR Function
Mission StatementTarget Operating Model
Mission Statement Value Proposition
A declaration of the overall goal or purpose of an
organization
Unique added value an organization offers
customers through their operations
Measurements that represent the status of an operational area and progress made to reach
operational objectives
Specific aptitudes that the TO-BE organization will require of employees
Beliefs, values, norms,significant events and
personality characteristics of the TO-Be organization
End results an organization seeks to
obtain in order to achieve its mission
Basic laws that will guide the organizational design
Governance structure for making substantive and
timely decisions
Objectives KPIs
Desired CapabilitiesDesign Principles
Decision Making Desired Culture
Target Operating Model
Value ChainOrganizational
Structure
GovernanceAccountabilityFramework
Sequential set of primary and support activities that an
enterprise performs to turninputs into value addedoutputs for its external
customers
Consists of: Operating units for the business, relationships between the operating units, decision making governance, and process flows
between the units
Responsibilities, authorities and relations organized in such a way as to enable the organization to
perform its functions
Consistent management, cohesivepolicies, processes and decision
rights for a given area ofresponsibility
Method used to acknowledge and assume responsibility for actions
and decisions, within the scope of a job role
Leadership
BusinessFunctions
ChangeManagement
Enabling Functions
Mission StatementValue Proposition
Unique added value a sub-organization offers customers through their
operations
Objectives
End results a sub-organization seeks to
obtain in order toachieve its mission
Basic laws that will guide the organizational
design of the sub-organization
Design Principles
Specific aptitudes that the TO-BE sub-
organization will require of employees
Competencies
Means of addressing gaps and surpluses of employee staff over a specified time period
Staffing StrategyJob Descriptions
Written requirements of duties, responsibilities,
qualifications and reporting relationships
KPIs
Measurements that represent the status of an operational area and progress made to reach
operational objectives
Headcount
Governance structure for making substantiveand timely decisions in the sub-organization
Decision Making
Key IT systems the TOBE sub-organization
will rely on for jobduties
Key Systems
Customers
Recipient of the output of a process in the firm.
May be internal orexternal .
Task force or committee usually
comprised of experts tosolve a specific
problem
Special Teams
Activity Director SeniorManager
Manager Accountant Analyst
R A C
R A C
I R A C
I C R A
I R A C
RACI Matrix
Inputs
Inputs
Inputs
Business Process
Business Process
Business Process
Outputs
Outputs
Outputs
Core Processes
Mission Statement
A declaration ofthe overall goal or
purpose of thesub-organization
Organizational Structure
Specific guidance around how many employees required by the
organization (including headcount drivers)
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Stakeholders are Moved Up a Change Curve
Leading and managing change is about understanding where individuals and groups are on the curve, and then undertaking actions to help them move up the curve and succeed
CO
MM
ITM
ENT
Unaware Aware Understand
Acceptance
Engagement
Advocacy & Ownership
■ I am aware of it
TIME & CHANGE MANAGEMENT SUPPORT
■ I understand and can explain it to others
■ I am unaware
■ I accept it (but don’t necessarily want it)
■ I see the benefits
■ I am open to it
■ I see how it benefits me
■ I am involved
■ I support it
■ I believe in it
■ I recommend it
■ I am preparedEducation & Alignment
Engagement & Empowerment
Sustainability & Resonance
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Each of the Success Factors is Critical to Change Management
Stakeholder Management
Organizational Readiness Communications Organizational Alignment
Workforce Transition &
Training LASTINGCHANGE
LASTINGCHANGE
NoOwnershipNo RoleModelsNoKnowledgeNotLasting
No Willingness
NoDirection
Leader and Stakeholder Commitmen
t
CulturalFit
NoAction
GuidingArchitecture
EffectiveCommunication
ClearShared Vision
Performance Measures
Case forChange
Individual & Team
Capability+ ++ + + =++
=
=
=
=
=
NoReinforcement
=
=
=
=
Change Management Work Streams
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Behavioral Change Management Methodology BCM Journey – Analysis, Engagement, and Delivery
Analysis is about assessing the organizational risk and cultural readiness for Change.
Engagement is about proactively addressing and mitigating Change resistance.
Delivery is about moving to the “implementation” mode of the Change journey by preparing affected stakeholders for the new people, process and technology impacts of the Change.
Behavioral Change Management is about getting people ready, willing and able to deliver the desired business benefit.
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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BCM Deliverables Overview
Comm. Assessment
Comm. Plan
Comm. Strategy
Audience Analysis
Channel Analysis
Comm. Effectivenes
s Survey
Business case for change
framework
Visioning the future
People and organization
risks & issues log
Change risk
analysis
KPI profiling
Organization impact
analysis
Change strategy and plan
Knowledge transfer strategy
Competency framework
assessmentWorkforce transition
countdown roadmap
Redundancy and
transition cost model
Sustainability checklist
Job impact analysis
Training
Stakeholder analysis
Culture surveys
Stakeholder management
framework
Change leadership behaviors diagnostic
Management monitoring dashboard
Leadership alignment
eventsChange Network
Analysis Engagement Delivery
Communications
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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BCM and Project Lifecycle
The nine elements of the BCM framework model align with the standard phases of IT project methodologies as shown below. Each element has associated tools which are applied to create the key deliverables in each phase. Communication, being a distinctive aspect of effective behavioral change management, runs throughout the life cycle of the project.
Project phase
Elements
Objective
Business Case and Vision for Change
Change Risk Analysis
Change StrategyAnalysis
Involvement Strategies
Stakeholder Management/Change Network
Change Leadership
Engagement
People Transition and Workforce Effectiveness
Benefits Realization and Sustainable Performance
Organizational IntegrationDelivery
Communication
Establish vision, goals and desired outcomes
Assess organizational risk and cultural
readiness to developchange strategy
Develop change interactions to
address key target groups affectedby the change
Support transition to the new environment
Track benefits of change and support
sustainability of performance
Plan/Assess Design Develop/Test Implement Monitor
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Business Case Support
Build
Technical Requirements
Illustrative “V Model” for IT
Technical Design
Unit Test
Integration Test
Product Test
User Acceptance
Detailed Design
Engagement
Communications
Business Requirements
Plan/Assess Design Develop/Test Implement Monitor
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Business Case Support
Technical Requirements
Illustrative “V Model” for IT
Technical Design
Unit Test
Integration Test
Product Test
User Acceptance
Detailed Design
Engagement
Communications
Business Requirements
Plan/Assess Design Develop/Test Implement Monitor
Build
Transformational IT Change
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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IT Transformation Agenda
Scale Adaptability Leadership
EngagementCommunication
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Scale Matters
Proj
ect S
ize
Project Complexity
Considerations for looking for help:• Outside perspectives are needed • Need outside subject matter
expertise• Internal resource availability
Case Study #1:Finance Transformation
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Global Finance System Transformation
A business transformation that impacted several functional organizations company wide across multiple geographies. The focus of the program was on the end-to-end, aligned and integrated processes in Finance and Purchasing, all
supported by a single ERP system.
Total of 7,000 End Users
24 Business Units ImpactedLocated across Five Countries
Launched in Two Waves
Wave 1 Wave 2
ICT
PurchasingFinance
Engineering
Marketing
Manufacturing
Planning
HR
Quality Division Plants Supply Chain
Stakeholder Management & Alignment
Job Role Mapping
Communication
Training Design
Organizational Design (IT, Finance, Purchasing)
Organization Readiness
Project Scope
Canada
United States
Mexico
Poland
India
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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What Job Role Mapping Entails
Job role mapping is a critical activity that is multi-dimensional in scope. This exercise is usually completed via several different Excel workbooks that maintain different types of end user related data through the course of a change management/training
program.
ISSUES
Labor Intensive exercise
Disjointed data maintained in multiple Excel spreadsheets
Error prone if file versioning not maintained
Cumbersome to report or create dashboards
Highly manual; Effort required is in proportion to # of end users
RECOMMENDATIONS
Coordination required between various teams
Robust governance processes are necessary
Job Role Mapping
Security Role
AssignmentTraining Curriculum Assignment by Role
Training Schedule validation Training
Reporting
Providing Approval
for Access
Communication Needs (Distribution Lists)
End User Security Roles File
Training Courses by Role File
End User Name and Email File
End User Training Completion Report File
Training Delivery Schedule File
Approved Role Mapping File
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BENEFITS
MS Access-based comprehensive data management tool
One-Stop-Shop for Change Management data needs
Built-in macros and SQL queries that enable advanced reporting
Seamless integration between data sets
Import and export to MS Excel for additional data analysis and presentation
Pre-configured data import templates
Customizable to suit needs of program
Job Role Mapping using “Ready, Set, Go-Live” Tool
End User Security RolesTraining Courses by Role
Training Delivery Schedule
Approved Role Mapping
End User Training Report
End User Name and Email
An MS Access based tool was developed and used to maintain information on end user and stakeholder populations, as well as to track training completion and schedule updates
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Benefits:■ Store end user, stakeholder and training related data in a
single location■ Maintain Data Quality and audit trail of changes■ Produce distribution lists to send personalized
communications to end users■ Adjust end user training and security assignments as end
user roles change ■ Modify training schedule and/or courses to update
course duration, delivery, or add sessions to the training calendar
■ Store end user, stakeholder and training related data
■ Ability to quickly create personalized distribution lists
■ Maintain key information and materials on stakeholders, end users and training
■ Modify training schedule and courses■ Refresh database with current
HR data
Role Mapping Best Practices – Key Features
1
3
2
4
5
6
■ Generate training status reports
■ Perform training session capacity analyses
■ Perform specific end user analyses
■ View end users by business area or manager
■ Identify end users part of each launch
■ Maintain different distribution lists
■ Track number of end users part of each launch
■ Assign launch-specific training profiles
■ Identify end users impacted by launch
■ Determine end users’ roles■ Add/remove end users
from role map■ Update end users’ role
and/or training
■ Reduce mistakes by utilizing centralized control
■ Organize data using customizable maintenance forms
■ Isolate different data using separate maintenance forms
■ Employ import/export function in database
■ Consolidate data using pre-configured Structured Query Language (SQL) queries and macros
■ Data gathered over project life contained in single place
■ Track changes over time■ Provide evidence for auditors
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Centralized Solutions Support Reports for Analyses
End user and training data is contained in the database using maintenance forms. The database generates a variety of advanced reports that can be used to analyze end user
training enrollment and completion, session capacity, end user counts, etc.
Reports■ End User Training Detailed Report
■ End User Training Completion Report by Functional Area
■ End User List by Launch Date
■ Overall Training Enrolment Status
■ Training Session Capacity Analysis
■ Training Profile List
■ How many end users are part of launches 1 and 2?
■ What is the expected vs. actual overall training completion for end users?
■ How many additional instructor-led training courses could be required?
INPUTS
Security Role Assignment
Unique employee ID
LMS Report
Launch Date
Training Assignment
Training Schedule
Database generated training report
OUTPUTS
Excel training report using database output
© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 314724
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Questions to Consider Before Tailoring Your Tools
What data will you need to collect and
store?
Ready, Set, Go-Live
Tools and templates need to be customized to meet project needs, as the scope of role mapping activities differs.
How complex is the role design?
What Change Management activities
do you need to complete?
What is the current governance
structure/process for role mapping?
How many software packages are being
installed?
How diverse is the user base? (e.g. business,
location, roles)
What is the size of the user base and change
agent network?
How many launches will there be?
Case Study #2: SAP Implementation
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Primary Benefits Targeted by SAP ProjectProductivity, Revenue Growth, Global Reach, IT Systems
Revenue GrowthProductivity
Global Reach Serve large and global clients better by adopting
common global systems and processes
IT Systems Replace systems at the end of their useful life, difficult and
expensive to maintain, and pose a risk to operations
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What to Expect: ERP Implementations
To minimize the dip:■ Take required training■ Follow guidance for pre and
post go-live activities■ Make key business policy and
process changes in advance■ Communicate frequently – and
use measures leaders understand
■ Early and ongoing engagement of Leadership and Geographies
■ Strong Power User Network- Effective front line support - Power Users well prepared
■ Provide rapid, active Help Desk Support (first call resolution)
■ Measure and report on adoption
■ Address challenges head on
■ Typical of ERP implementations, there is a period of adjustment to the new system, processes, and workflow.
■ Organizations can minimize the operational impacts by reducing people’s time to proficiency through communications, training, and user support.
The Change Curve – minimizing the performance dip
Perf
orm
ance
Time
Design Develop/Test Implement Support Improve
Typical ERP Implementation
Cutover
New Capabilities
HyperCareGo Live
#1 Goal: minimize depth and breadth of the dip
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Change Management Scope
Key activities that made up the change management and training scope.
Leadership/Change Network Engagement■ Manage the message to select Executive Leadership
Committees■ Create and manage the project specific change
networks consisting of:– Change Leadership Teams– Power Users– Coordinators– Change Partners
Organizational Alignment■ Stakeholder assessment■ Organizational impact assessment■ Job impact assessment■ Change readiness assessments■ Competing priorities assessment■ Workforce transition plan
Communication■ A comprehensive communication plan has been
developed for:– Leaders– Administrative Assistants– Enterprise wide– Select Finance and Marketing departments
■ Development and vetting of all communications
■ Tracking of all communications
Training■ Facilitation of usability focus groups■ Development of best practice processes■ Development of curriculum & outlines & all training
material■ Delivery of all training sessions■ Ramp up and support the Power Users
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Change Management Project Plan
Communications
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Change Network – Layered, Scaled to Impacted Audiences
A broad-based Change Network was engaged to drive the transition
Layered and representative of people impacted (in this case, the entire organization)
Sufficient in number to support and still be productive on day-to-day
Well prepared through workshops, training, and active local planning
Group: Role: Consisted of: #s:Change Partners
Visible and relevant Leaders, who set change expectations and communicate about change activities
Service Line, Industry, and Network Leaders
~100
Coordinators Guide team members through the transition. Encourage best practices adoption and direct support traffic
Senior contributors, selected by Change Partners
~200
Power Users Provide process and system expertise through the transition –serving as a key local support resource for one or more of the four process areas
Represent all our key stakeholder groups, geographies, and functions. Range in level from Admin Assistants to Senior Management
~800
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Clinics Focused our Power Users and Coordinators on Delivery
Coordinators planned local clinics – with a goal of having most offices supported with live Power Users on day one, with virtual sessions also available.
For local offices, we had a total of:
■ 52 locations
■ 981 sessions
■ 3,302 hours of coverage for end users
For remote end users:
■ 96 local sessions had a dial-in option
■ 142 others were virtual
Clinic DateLocation
(KPMG Office, Client Site, or Virtual)
SYNC Topic - Main If SYNC Topic is "OTHER", please specify
Meeting Room Clinic Start Time
Clinic End Time
Monday, October 14, 2013 Los Angeles ALL - Billing, CRM, and T&E Room 1987 2:30 AM 4:30 PMMonday, October 14, 2013 Richmond ALL - Billing, CRM, and T&E James River Room 19th Fl. Dial-In 888-795-1317 8:30 AM 10:30 AMMonday, October 14, 2013 Charlotte ALL - Billing, CRM, and T&E Virtual Clinics 8:30 AM 5:30 PMMonday, October 14, 2013 Norfolk All - Billing, CRM, T&E or Dial-In 888-793-8931 8:30 AM 10:30 AMMonday, October 14, 2013 Dallas ALL - Billing, CRM, and T&E Training Rooms 28.2000 and 28.3 9:00 AM 5:00 PMMonday, October 14, 2013 San Diego ALL - Billing, CRM, and T&E Boardroom 9:00 AM 11:00 AMMonday, October 14, 2013 Phoenix T&E Training Room 9:00 AM 1:00 PMMonday, October 14, 2013 Hartford ALL - Billing, CRM, and T&E Training Room 9:00 AM 11:00 AMMonday, October 14, 2013 Philadelphia ALL - Billing, CRM, and T&E Also will have EMC coverage Quad 3606 ABCD 9:00 AM 5:00 PMMonday, October 14, 2013 Los Angeles T&E Room 1987 9:30 AM 2:30 PMMonday, October, 14, 2013 Washington ALL - Billing, CRM, and T&E Training Room 1007 9:30 AM 10:30 AMMonday, October 14, 2013 Orange County ALL - Billing, CRM, and T&E Saddleback Boardroom 703 10:00 AM 11:00 PMMonday, October 14, 2013 Stamford ALL - Billing, CRM, and T&E 3118 10:00 AM 12:00 PMMonday, October 14, 2013 McLean ALL - Billing, CRM, and T&E 8225/8125/8000 10:00 AM 12:00 PMMonday, October 14, 2013 McLean ALL - Billing, CRM, and T&E Adv Cross Area 8225/8125/8000 10:00 AM 12:00 PMMonday, October 14, 2013 Seattle ALL - Billing, CRM, and T&E ES/WIP 2937: Bainbridge 10:00 AM 2:00 PMMonday, October, 14, 2013 Washington T&E Training Room 1007 10:30 AM 4:30 PMMonday, October, 14, 2013 Washington OTHER CRM and Billing Training Room 1006 10:30 AM 2:30 PMMonday October 14, 2013 Pittsburgh ALL - Billing, CRM, and T&E Large Conf. Room 25 11:00 AM 1:30 AMMonday, October 14, 2013 Harrisburg ALL - Billing, CRM, and T&E Commonwealth Training Room 12:00 PM 3:00 PMMonday, October 14, 2013 Denver ALL - Billing, CRM, and T&E Steamboat 8.11 1:30 PM 3:00 PMMonday, October 14, 2013 San Diego ALL - Billing, CRM, and T&E Boardroom 1:30 PM 4:30 PMMonday, October 14, 2013 New York City T&E All Sync Virtual - Conference Call 2:00 PM 4:00 PMMonday, October 14, 2013 Orange County ALL - Billing, CRM, and T&E Saddleback Boardroom 703 2:00 PM 3:00 PMMonday, October 14, 2013 Richmond T&E James River Room 19th Fl. Dial-In 888-795-1317 2:00 PM 4:00 PMMonday, October 14, 2013 Long Island CRM and Billing Training Room 2003 2:00 PM 4:00 PMMonday, October 14, 2013 McLean ALL - Billing, CRM, and T&E 8225/8125/8000 2:00 PM 4:00 PMMonday, October 14, 2013 McLean ALL - Billing, CRM, and T&E Adv Cross Area 8225/8125/8001 2:00 PM 4:00 PMMonday, October 14, 2013 Salt Lake City T&E Billing, CRM Training Rooms A&B 3:00 PM 4:30 PMMonday, October 14, 2013 Norfolk T&E Atlantic Room 19th Floor Dial-In 888-793-8931 4:00 PM 6:00 PMMonday, October 14, 2013 Los Angeles T&E Room 1987 4:30 PM 6:00 PM
SYNC Process Clinics Note: Clinics are subject to change check with your SYNC Coordinator.
As adoption metrics and participation rates dropped, clinics were scaled back and Power Users decommissioned. Take a bow but don’t overstay welcome!
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Measuring the Readiness of Our Change Network Before Go-Live
Focused on the readiness of Network members – topic areas included:
– Case for Change
– Clear Vision
– Leadership
– Organizational Capability
– Effective Communication
We conducted surveys to help us:
– Measure change network members’ understanding of and readiness for implementation roles
– Obtain a ‘pulse’ on organizational readiness
– Make adjustments prior to release to prepare our Power User and Coordinators
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Communications & Networks Drove Training Completion BeforeGo-Live
Key points:
Over 94% completion
This was possible because we:
Delivered a high quality training product
Took a role-based approach
Developed and heavily used our Dashboard
Set high expectations
Maintained focus by Change Network
Communicated effectively
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Communications Guide Actions: Before, During and After Go-Live
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Communications Guide Actions: Before, During and After Go-Live (continued)
■Plan communications by Audience, and loop in Leaders well in advance
■Brand the effort■ Leverage online channels■Go “old school” with print media■Give people actions and measures■Celebrate model behaviors■Follow up with adoption measures
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The KPMG name, logo and "cutting through complexity" are registered trademarks or trademarks of KPMG International Cooperative ("KPMG International").
Rich Gegenwarthrgegenwarth@kpmg.com
Chris Turner, PhDclturner@kpmg.com
Thank You
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