organizational design efforts - c.ymcdn.com · pdf filechange and organizational design (od)...

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

1

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


3

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


4

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?


5

IT Transformation – Value is driven within and across functions


6

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.


7

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


8

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


9

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


10

Non-Technical Poll

When your stakeholders talk to you about restructuring, what is the first thing they want to do?


11

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


12

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.


13

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


14

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%


15

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.


16

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 Skills

HR Strategy


HRPrograms,

Policies and

Processes



Through People



HR Skills

HR Strategy


HRPrograms,

Policies and

Processes



Through People


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)


17

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


18

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


19

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.


20

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


22

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


23

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



24

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


Build

Transformational IT Change


26

IT Transformation Agenda

Scale Adaptability Leadership

EngagementCommunication


27

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


29

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


30

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


31

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


32

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


33

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


34

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


36

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


37

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


38

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


39

Change Management Project Plan

Communications


40

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


41

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!


42

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


43

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


44

Communications Guide Actions: Before, During and After Go-Live


45

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

© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. NDPPS 314724

The KPMG name, logo and "cutting through complexity" are registered trademarks or trademarks of KPMG International Cooperative ("KPMG International").

Rich [email protected]

Chris Turner, [email protected]

Thank You

mailto:[email protected]

mailto:[email protected]

organizational design efforts - c.ymcdn.com · pdf filechange and organizational design (od)...

Documents