change mgmt secrets - seechange - insidengo ann conf 14
TRANSCRIPT
IT Systems Deployment
♦
Change Management
Secrets
Strategic Planning Retreat
August 4-8th 2012
Sonoma, CA
Anne Pellicciotto, MSOD, Facilitator
Anne Pellicciotto, President
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Requirements Analysis/ Business Case
Systems Evaluation/ Acquisition
Systems Design/ Implementation
Planning
Deployment/Test Phases 1-X
Full Implementation
Systems Deployment Lifecycle
How is change coming into play?
What kind of system are you considering?
Where are you in the lifecycle?
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Change Throughout the Lifecycle
Requirements Analysis/ Business Case
Systems Evaluation/ Acquisition
Systems Design/ Implementation
Planning
Deployment/Test Phases 1-X
Full Implementation
Ignore
Embrace
Explore Resist
Change begins with you. 3
Perspectives on Change
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It’s not the progress I mind, it’s the change I don’t like. - Mark Twain
Organizations can be changed if you find and nourish the fringe lurkers and geeks. - Tom Peters
“It’s more fun when you choose to change, rather than have it imposed on you.” - Spencer Johnson
“You must become the change you want to see.” - Mahatma Gandhi
“Change is permanent whitewater. Every change is a plateau to the next change.”- Peter Vaill
Benefits of Embracing Change?
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Improve organization’s impact in the world
Use donor funding wisely –achieve ROI
Enhance morale Technology can be fun! Demonstrate leadership Success breeds success support for next project
Costs if you DON’T?
IT CHANGE Critical Success Factors
Strategic & Holistic
Collaborate with
Stakeholders
Patience, Persistence (& Resistance)
RESULTS!
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Holistic & Strategic
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Institutional strategy & clear vision drives project
IT is but one element
Change in one area creates/ requires change in others
Build plan considering all these elements
Ignore Culture and you will hit a brick wall
Clarity and alignment on impacts in all elements critical
What do you notice about this model?
Star Elements
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Strategy – The new direction the organization is taking, often in response to outside forces, in order to improve performance. Structure – Changes to organizational design and lines of reporting, often
depicted by an organization chart, which will be prompted by the new strategy.
People – Changes to the human resource needs, roles, responsibilities and competencies of individuals in the organization that result from implementing the new strategy.
Process – Changes to the processes, procedures, and workflows guiding the organization’s work, prompted by the new strategy, and often oriented around streamlining, removing duplication of effort, filling voids, and leveraging new talent and technology.
Info Tech – Changes to information systems used to support and facilitate the work of the organization that may be required to realize the strategic changes.
Culture – Changes to the norms, values, attitudes and beliefs held by the organization and its people that need to occur in order to support the new strategy.
KEY: All are implemented in a manner that fits/helps achieve the strategy.
Vision of Future
Focus on the WHAT & WHY, not the how…
What business problem are you trying to solve?
What’s working and what’s not working?
What’s possible?
What is the Scope of the ERP effort?
What are the benefits and metrics of success?
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Is Your IT Vision Clear?
Can you articulate it to your team?
Management? The Board?
Which Star Model element(s) are being most emphasized? Name 1 or 2.
Which Star Model elements are being neglected or de-emphasized?
What are the potential implications or questions regarding these elements?
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CO-labor-ation
• Get out of silos
• Work together toward same targets
• Increase two-way communication
• Widen the circle of involvement
• Emphasize questions more than answers
Collaboration – Why?
Gain critical buy-in to ensure smooth adoption
Gain critical input to the process from those who will rely on the new system/process
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Collaboration – Who?
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Conduct Stakeholder Assessment
Who are the users?
Backoffice? Frontoffice?
Who are the key managers? Will they
Make? Help? Let? Block?
What’s in it for them?
Facilitated Session – How?
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For planning, requirements analysis, design…
Two-way communication vs. downloads
Clear agendas
Right people in the room
Experienced, objective yet informed facilitator
Active listening, engaging
Brainstorming and envisioning future vs. automating the current state
Agreed next steps and follow-through
Patience, Persistence (& Resistance) F
OC
US
TIME
Denial Commitment
Resistance Exploration
Crisis & Opportunity
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2 3
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FuturePast
Internal/
Self
External/
Environment
15 Based on Elizabeth Kubler-Ross, On Death and Dying.
Change is a Process… • Where are you? • Where is your
team? • How do move
past Resistance?
All Along the Lifecycle
Stages of Change & Communication Strategies
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Stage Indicators Individual Strategy
Leader Strategy
Denial
People disengaged
Pretending not happening
Ask questions Announce plans
Disseminate information
Resistance Fear, uncertainty, and doubt
Comfort with status quo
Be open
Self-assess
Look at potential gains
LISTEN to Resistance - invite feedback Acknowledge feelings and fears Identify barriers
Exploration Ready to problem-solve
Have ideas
Want solutions
Offer ideas
Participate in solutions
Generate (brainstorm) ideas Make decisions Create rollout plans
Commitment People excited
Plans solidified
People taking action
Take action
Follow-through
Celebrate
Assign responsibilities Implement action plans Acknowledge accomplishments
Proof-of-Concept – Key Tool for Managing Change
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Involve stakeholders actively
Test not just the technology but the concept
All time for culture to catch-up, embrace collaboration and standards
Achieve small wins, build confidence, expand to new departments, processes, cases
Change Management Conclusions
Change initiatives take time
Incremental plan, small wins are critical – where to you begin?
Involve stakeholders from the beginning – facilitated solutioning sessions
Listen, listen, listen
Careful to repave the cow paths – this is an opportunity for overall performance improvement
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MANY THANKS!
Anne Pellicciotto, President
Washington, DC
www.seechangeconsulting.com
On Twitter: Anneseye
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