1. EIS Team Presentation Presenters: Amanda Tiller, Emma Wensley, James Zhang 2. Simulation Results We achieved considerable successafter 120 days Accepted:10Trying:9Interested:4Aware:1From 22 managers, we have 10 accepted, and 9 trying. Most ofthe 9 trying are very close to accepted. 3. Actions and Dependencies TrustTimingAction Success RatePersonalityInformal Network InfluenceWork Network Influence 4. Networks (work and non-work) 5. Simulation Strategy Diagnostic actions Awareness building actions Interest building actionsActions to support appraisal/trial Actions that we thought would not be effective 6. Implementation StrategyWorked from diagnostic actions to actions to support appraisal/trialTried to make everyone aware firstUtilized many strategic face to face meetings to gain interest and approvalUsed enthusiastic and influential individuals to help convince othersFace to face meetings, pilot tests, workshops, staff meetings, and management training most effective 7. Key Lessons Learned Passive forms of communication are not as effective as personalinteractionsImportant to learn about individuals prior to attempting to convince them Personal relationships are very important Top-down approach was effective, but CEOs direct reports needed to be convinced firstFocus on innovators, early adopters, and early majority the rest will eventually followTime consuming actions need time between implementation 8. Recommendations Plan implementation strategy Characterize the individuals impacted by the change Leverage influencersLeverage influential individuals 9. Implications & Risks IdeaPersonal RiskSuccessful implementationInnovationBusiness RiskLoss of respectLost revenueFewer opportunitiesDecreased market shareDecreased confidenceMissed opportunities 10. Summary Implementation strategy is key Characterize the impacted individuals Understand personal and business risksImplementation planning is just as important as developing the innovative idea