Online Conference
June 17th and 18th 2015
WWW.SPBIZCONF.COM
Create an End User Adoption Strategy
June 17, 2015 1:00PM EDT
Erica ToelleProtiviti
Online Conference
June 17th and 18th 2015
End User Adoption or Organizational Change Management?
Organizational Change Management
(OCM)End User Adoption
Means End
WWW.SPBIZCONF.COM
Benefits of OCM
A McKinsey study reviewed 40 major projects and
examined the effect of an Organizational Change
Management (OCM) program on a project's Return
on Investment (ROI).
WWW.SPBIZCONF.COM
Benefits of OCM
A McKinsey study reviewed 40 major projects and examined the effect of an Organizational Change Management (OCM) program on a project's Return on Investment (ROI).
The study concluded that the ROI was:
• 35% when there was a poor OCM program or no program
• 143% when an excellent OCM program was part of the initiative
WWW.SPBIZCONF.COM
What is Organizational Change Management (OCM)?
• A systematic process that mitigates risks and
leverages change as a resource for project success
• An actionable, process-driven effort with work
streams of activities and tasks
• Has templates, forms, checklists and quality
measurements that drive the OCM process
Credit: Fred Asher
WWW.SPBIZCONF.COM
Busin
ess P
erfo
rman
ce
Time
Uninformed Optimism/ Uncertainty
Denial
Anger
Despair/Skepticism
PessimismTesting
Acceptance
Informed Optimism
Initiative Complete
The Performance DipOrganizational Change
Impact to your business
Individual Change
Valley of Despair
How people feel
Endings Transitions New Beginnings
Phases of Transition
Important! This is from the user perspective
The Change Curve
How People FeelOrganizational Impact
Online Conference
June 17th and 18th 2015
Adoption Steps
Time
Le
ve
l o
f C
ha
ng
e E
ffo
rt
Adoption/Ownership occurs over time & with increasing effort
AwarenessAwareness: • Sponsors, Stakeholders, and End Users are aware of
the project objectives, activities, and timeline.
Shared UnderstandingShared Understanding: • Sponsors, Stakeholders, and End Users understand
the project and how the change it will impact them.
Shared CommitmentShared Commitment: • Sponsors, Stakeholders, and End Users agree with the
objectives of the project and express their support for the change.
Adoption/OwnershipAdoption/Ownership: • Sponsors, Stakeholders, and End Users demonstrate
their commitment to the change initiative. • They feel responsible and accountable for the project’s
success.
Online Conference
June 17th and 18th 2015
OCM Work Streams
Stakeholder Understanding
Communication
Training
Gain understanding and agreement from leadership and those affected that the change is in their best interest. Have them follow through on calls to action.
Support with the Right Roles
Define how job descriptions change once the project is implemented. This includes how the solution will be maintained and what training is needed for whom.
Use existing communication channels to get the right message to the right people at the right time.
Plan training on specific solutions and processes. Use a variety of methods and timing, and address all learning styles.
Online Conference
June 17th and 18th 2015
OCM Work Stream ActivitiesDefine Design Build Launch Operate
Organizational Culture Risk Assessment
Change MagnitudeAssessment
Leadership & Stakeholder Assessment
Communication Plan
Training Plan
Stakeholder Meetings
Manage Resistance to Change Operations Plan
Ongoing Training
Create Training
Execute Training
Execute Communication Plan
Change Champion Strategy Change Champion Execution
Change Inventory and Role Mapping
Support with the Right Roles
Stakeholder Understanding
Communication
Training
Technical Project Activities
Project Management
WWW.SPBIZCONF.COM
Assessments
For a project, OCM costs should amount to 5-30% of the total resource budget.
We will determine the OCM effort (budget) needed for your project next.
WWW.SPBIZCONF.COM
Organizational Culture Risk Assessment
• Use for: – Understanding the organization’s culture– Identify risks to the project imposed by organizational change– Informing the OCM budget
• What it is: – A way for the OCM resources and project team to understand
risks due to culture– An analysis that can be used in stakeholder conversations– Helps to plan for risk mitigation and OCM activities– Use only once across many projects
Online Conference
June 17th and 18th 2015
Organizational Culture Risk Assessment
Low Risk
1
Medium Risk2
High Risk3
1 The number of existing change initiatives for end users None 1-2 3+
2 Degree of cultural transformation required Low Medium Extensive
3 Organization’s history of change Positive Neutral Negative
4 Quality and timely decision making within the organization
Extensive Medium Low
5 Employees feel their voice is heard in their organization Definitely Sometimes Definitely Not
6 Degree of commitment from key stakeholder groups Much Some Little
7 There is a technology deterministic / isolation view in the organization
Little Some Much
Online Conference
June 17th and 18th 2015
Organizational Culture Risk AssessmentLow Risk
1Medium Risk
2High Risk
3
8 Understand of need for and implications of change by end users Extensive Some Little
9 Effective methods of communication (formal and informal) are utilized in the organization
Definitely Sometimes Definitely Not
10 Managers of the groups that will be affected are committed to the change
Much Some Little
11 Measurable goals for the change have been developed Major Some Minor
12 A compelling need for change has been communicated by upper and middle management to end users
Extensive Some None
13 Employees in the organization perceive that leader “walk the talk Much Agreement
Some Agreement
No Agreement
14 The change is viewed as an ongoing process, and not an event within a specific time period
Yes Some Groups Not at all
15 The organization has an fatalistic culture, based on fear No Somewhat Yes
Online Conference
June 17th and 18th 2015
Organizational Culture: Scoring
Add up your total:
15 – 24 Points: Low Risk25 – 34 Points: Medium Risk35 – 45 Points: High Risk
WWW.SPBIZCONF.COM
Size of Change Assessment
• Use for: – Understanding how large the change is and why– Informing the OCM budget
• What it is: – A way for the OCM resources and project team to
understand risks due to scope– A starting point for cataloging and mitigation of risks– Informs the OCM strategy: training communications, etc.– Complete once per project
WWW.SPBIZCONF.COM
Size of Change AssessmentSmall
1Medium
2Large
3
1 The number of stakeholder group affected 1-5 5-15 15+
2 Impact to stakeholders on core competencies Low Medium High
3 Number of individuals affected by the change 1-25 25-150 150+
4 Centralized or decentralized locations One 2-4 4+
5 Number of International Users One Country
2 Countries 3+ Countries
6 Required simultaneous changes to strategy, process, technology and skills
1 2-3 All 4
7 Degree of cross functional collaboration and involvement 1-2 BUs 2-4 BUs 5+ BUs
8 The degree to which departments are siloed Not siloed Some silos Many silos
9 Users have been involved in system design All Some None
WWW.SPBIZCONF.COM
Size of Change Assessment
Small
1
Medium
2
Large
3
10 Timeframe for implementation Extended Aggressive Compact
11 What is the business significance of the change? Non critical impact
Important LOB impact
Bottom line /
mission critical
12 Involvement / presentence of multiple consultants, vendors and / or third parties
Just You 1 other 2+ others
13 Degree of executive / leadership consensus regarding future vision
Much Some Little or None
Online Conference
June 17th and 18th 2015
Size of Change: Scoring
Add up your total:
13 – 22 Points: Small Change23 – 30 Points: Medium Change31 – 39 Points: Large Change
Online Conference
June 17th and 18th 2015
Approximate OCM Budget Need
Small Change
Medium Change
Large Change
Low Risk
High Risk
Medium Risk
30%
5%
20%
20%
20%
10%
10%
25%
25%
WWW.SPBIZCONF.COM
Change Inventory
• Use for: – Understanding how many changes we are asking the
organization to make– Understanding what changes impact each role and / or
stakeholder group– Informs the communication plan: This is what you will tell
people
• What it is: – A list of the desired changes, categorized by role– Later (in the define phase) these will be prioritized by
business benefit and risk
WWW.SPBIZCONF.COM
Change InventoryChange Name Description Impacted Groups Impacted
RolesBusiness Benefit
Risk Priority
Expense Submission workflow re-engineering
Employees will be asked to submit their expenses using a SharePoint workflow rather than emailing spreadsheets to finance.
All Departments All employees Large Medium 1
Approval workflow for expense
Approve expenses using a SharePoint workflow
Finance; All Department
Managers; Finance Employees
Large Low 2
A “change” is anything that impacts people, process or technology.
WWW.SPBIZCONF.COM
Stakeholder Inventory
• Use for: – Understanding who is impacted by the change– Understanding the current and future levels of
commitment
• What it is: – A way for the OCM resources and project team to
accomplish the to-be state in a structured manner– The basis of the communications plan
WWW.SPBIZCONF.COM
Stakeholder Inventory
Individuals orGroups Impact Current
Commitment LevelFuture
Commitment LevelProjectRisk
Stakeholder Group Name
Senior Executive High Aware Buy-in High
Sales Managers Medium Unaware Aware Low
Finance Workflow users High Unaware Owner Medium
Legend:Impact on Project – High, Medium, LowCurrent Commitment Level – Unaware, Aware, Shared Understanding, Shared Commitment, OwnershipFuture Commitment Level – Unaware, Aware, Shared Understanding, Shared Commitment, OwnershipProject Risk – High, Medium, Low
Online Conference
June 17th and 18th 2015
Adoption Steps
Time
Le
ve
l o
f C
ha
ng
e E
ffo
rt
Adoption/Ownership occurs over time & with increasing effort
AwarenessAwareness: • Sponsors, Stakeholders, and End Users are aware of
the project objectives, activities, and timeline.
Shared UnderstandingShared Understanding: • Sponsors, Stakeholders, and End Users understand
the project and how the change it will impact them.
Shared CommitmentShared Commitment: • Sponsors, Stakeholders, and End Users agree with the
objectives of the project and express their support for the change.
Adoption/OwnershipAdoption/Ownership: • Sponsors, Stakeholders, and End Users demonstrate
their commitment to the change initiative. • They feel responsible and accountable for the project’s
success.
WWW.SPBIZCONF.COM
Activities
Group Name Individuals orGroups Impact
CurrentCommitment
Level
FutureCommitment
LevelAware Buy-In Commit Adopt
Stakeholder Group Name
Senior Executive High Aware Buy-in Email Meeting
Sales Managers Medium Unaware Commit Group Meeting 1:1 Meetings Strategy
Session
Finance Workflow users High Unaware Owner Scavenger
hunt Presentation Training
Adoption Activities Plan
Plan activities that move the stakeholders one step at a time through the Adoption Steps. Remember that commitment and adoption take more effort. Richard Harbridge Adoption ActivitiesMichael Sampson – User Adoption Strategies
WWW.SPBIZCONF.COM
Stakeholder Meetings
• Use for: – Creating awareness, buy-in and / or ownership among
project stakeholders (depending on desired outcome)– Clearly communicating project information and asks– Provides an opportunity for two way communication
• What it is: – A meeting or series of in person meetings
WWW.SPBIZCONF.COM
Stakeholder Meeting Sample Agenda
• Agenda:1.Review project objectives
• Gain agreement with stakeholder
2.Approach timeline (next artifact)3. Impact to their group / employees4.Asks / Feedback
• Make sure they understand their importance to making the change happen
• Need to understand their three biggest roles in the project
WWW.SPBIZCONF.COM
Stakeholder Meeting Outcomes
Awareness Shared Understanding Buy-In Ownership
Knowledge of project and objectives XStakeholder Agrees with project objectives XAn understanding of how the change will impact their group XAwareness of groups policies to which you must adhere XKnowledge of existing processes that will be impacted XIdentification of other stakeholders you may have missed XKnowledge of competing initiatives and “busy times” XKnowledge of preferred communication channels XIdentification of change champions XAwareness of existing materials that can be leveraged by the project XStakeholder agrees to be a project spokesperson X
WWW.SPBIZCONF.COM
Communications Plan
• Use for: – Creating shared understanding with the team about who
we are telling what, when, how, and why– Informing stakeholder how you will communicate with
them going forward & what they can expect– Execution of the communications plan should create
shared understanding & commitment with stakeholders
• What it is: – The master plan of who you are telling what– Consists of a communication plan and channel plan
Online Conference
June 17th and 18th 2015
AudienceSub
AudienceChannel Frequency Purpose
Change EffortContent
Developer Sender
Finance
Managers
Status call and email recap Weekly
Discuss key accomplishments, upcoming milestones, issues /
risks, and action items.Awareness John Doe Jane Doe
CFO Update Monthly
Provide credibility to the project and create awareness and
shared understanding through updates.
AwarenessJohn Doe Jane Doe
Leadership Monthly Calls Monthly Continually evangelize work
and highlight project “wins”.Awareness
John Doe Jane Doe
End Users
Web Portal Weekly Updates Update on project efforts with links to supporting detail.
AwarenessJohn Doe Jane Doe
Meeting Monthly To discuss the project and answer questions
Shared Understandin
g
Design: Communications Plan
WWW.SPBIZCONF.COM
Design: Communications Checklist
Use preferred senders to deliver the communication Use multiple voices and channels to communicate Honesty is the only policy Communicate clearly and predictably Answer “why is this change happening” and “what is the risk of
not changing” Answer “What’s in it for me” Don’t have communications come from the project team or project
leaders Use face to face communication Repeat key messages 5-7 times Create opportunities for two way communication Evaluate the effectiveness of your communications
WWW.SPBIZCONF.COM
Design: Training Plan
• Use for: – Providing the knowledge stakeholders
and users will need to obtain buy-in or ownership level of adoption
• What it is: – The master plan of what training will be
provided, by role and stakeholder group
WWW.SPBIZCONF.COM
Change Champion Strategy
• Use for: – Having a “go-to” person in each stakeholder group– Owner level commitment to the change– First place to ask questions– Helps to identify and manage resistance to change
• What it is: – A person who is selected as a change champion– Also known as a super user, power user, etc.
WWW.SPBIZCONF.COM
Design: Change Champion StrategyCharacteristics:• Be well networked within the organization and respected by peers• Want to make a difference in a organization they are fully committed to• Have the courage to speak up for what they believe in• Be seen as ‘go to’ people and opinion makers• Have a broad understanding of the organization and how it works• Be able to translate the overall change vision into local 'what’s in it for me'
scenarios• Feel passionate about the change while being empathetic to the mindset and
behavior shift their colleagues will need to go through• 'Tuned in' to the mood of the area they are in and able to pick up on resistance
to the change, lack of understanding of the change journey and communication gaps between the business and the program
Online Conference
June 17th and 18th 2015
Further Learning
Richard Harbridge: User Adoption Activities ListingErica Toelle’s WebsiteSusan Hanley’s WebsiteProsci: Change Management Research and Training
WWW.SPBIZCONF.COM
References
1.McKinsey ROI Study Summary
2.Why Intranet Governance is Overrated – It’s Really About Change Management
3.OCM Overview – Fred Asher
WWW.SPBIZCONF.COM
Erica ToelleProtiviti
Email : [email protected] : EricaToelleLinkedIn : linkedin.com/in/EricaToelle
Erica Toelle is a seasoned management consultant with experience delivering executive level strategy, marketing and information technology projects at blue chip companies. With specialization in Enterprise Content Management, Organizational Change Management, Go To Market Strategy, and deep expertise in Microsoft SharePoint, Erica leads project teams with a creative and pragmatic approach.
WWW.SPBIZCONF.COM
Please fill in my session feedback form available from the ‘Session Resources’ tab
on my session window.
