Methods of Organizational Change Management
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The disparity between expecting change and managing it — the “change gap” — is growing at an unprecedented pace. This has put many information management shops into traction as they initiate large, complex projects needed to stay competitive. Information management professionals and business leaders must concern themselves with the organization’s acceptance of these efforts. To be successful in achieving the larger enterprise goals, these initiatives must transform the organization. However, it takes more than wishful thinking to bridge the gap. The complexities of engaging behavioral and enterprise transformation are too often underestimated at great peril because the “soft stuff” is truly hard.
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Methods of Organizational Change Management
- 1. Slide 1 Unlock Potential William McKnight President McKnight Consulting Group www.mcknightcg.com @williammcknight Methods of Organizational Change Management @williammcknight
- 2. Slide 2 Click to edit Master title style Unlock Potential Why the Resistance?
- 3. Slide 3 The Why ROI concerns Credibility Terminology Organization Alignment with Values Focus on Process not Outcome Competencies
- 4. Slide 4 A Corporate Governance Committee Interest in major additions of usage, subject areas, and data sources should be brokered by this committee if any of: Perceived ROI is used as a driver for company efforts and therefore a forum is needed to confirm and refine these estimates Limited budget or people resources Expansion of data and data uses may strain the scalability of the environment
- 5. Slide 5 Prioritizing Efforts Ease to Do Prerequisites First ROI
- 6. Slide 6 Click to edit Master title style Unlock Potential Key Areas of Change by Information Management Discipline
- 7. Slide 7 “The Dawn of Man” Does the Impact of Transformational Change Always Have to Be Like This?
- 8. Slide 8 Successful Organization Transformation Efforts… Require much more than “the right data” and “good planning” and “good technology” Present great opportunities, but also poses significant implementation risks Encounter many risks that are “people” related, which must be managed for successful implementation
- 9. Slide 9 Some “People” Risks That Can Slow Down/Hinder Data Projects § Leaders not aligned with transformation case for change § Departments may feel they have little or no input in change process § Employees concerned about how new processes will impact their current jobs § Corporate culture resistant to change, tries to maintain the way things have always been done § Simultaneous rollout of other projects § Staff not adequately prepared to execute new processes and technology § New and changing job roles that require more complex organizational coordination Change readiness and organization impact assessments can provide OCM leaders with additional insights into “people” risks associated with the implementation
- 10. Slide 10 Data Warehouse/Data Lake/Business Intelligence • USE the Data Platform, not old ways to get data • Accept the data in the Data Platform, not question its quality or completeness • Think of other uses for the data in the Data Platform • Contribute derivations, calculations, summarizations for the Data Platform, not just take data off the Data Platform
- 11. Slide 11 Master Data Management Get their master data from MDM Contribute their master data to MDM Buy into the new business processes to generate/update master data Contribute their processes Effectively use the new business processes to generate/update master data
- 12. Slide 12 Big Data Extend their business analysis to include big data Trust the big data collection process Think “big”
- 13. Slide 13 Response to Change Denial – The change won’t happen It won’t affect me It will be short-lived Anger Depression How can I stop it? (Bargaining) I’ll try This isn’t bad I’m spreading the word!
- 14. Slide 14 People and Change Source: reply-mc.com
- 15. Slide 15 Click to edit Master title style Unlock Potential Organizational Change Management in the Enterprise
- 16. Slide 16 OCM: Embedded or Centralized Embedded in a project to support that project Centralized SWAT Team In support of multiple projects Part of Data Governance or other organization Either way, 10% of the project budget
- 17. Slide 17 Organization Change Management (OCM) for Analytics Focus Areas OCM focuses on mitigating “people” risks and enabling realization of business benefits Engage & Communicate Stakeholder Management Address Organizational Implications Change Readiness Train the Workforce
- 18. Slide 18 Organization Change Management (OCM) for Analytics Focus Areas OCM focuses on mitigating “people” risks and enabling realization of business benefits Engage & Communicate Stakeholder Management Address Organizational Implications Change Readiness Train the Workforce OCM focuses on mitigating “people” risks and enabling realization of business benefits Engage & Communicate Objective • Identify and address stakeholder concerns Desired Results • Business leaders and employees support changes
- 19. Slide 19 Organization Change Management (OCM) for Analytics Focus Areas OCM focuses on mitigating “people” risks and enabling realization of business benefits Engage & Communicate Stakeholder Management Address Organizational Implications Change Readiness Train the Workforce OCM focuses on mitigating “people” risks and enabling realization of business benefits Engage & Communicate Objective • Understand end user readiness to adopt process and technology changes Desired Results • Identification of implementation “people risks” and organizational impacts
- 20. Slide 20 Organization Change Management (OCM) for Analytics Focus Areas OCM focuses on mitigating “people” risks and enabling realization of business benefits Engage & Communicate Stakeholder Management Address Organizational Implications Change Readiness Train the Workforce Assess & Manage Stakeholders Expectations Assess & Monitor Change Readiness Objective • Build organizational awareness and commitment to process and technology changes Desired Results • Employee commitment and support to implement operational change vision
- 21. Slide 21 Organization Change Management (OCM) for Analytics Focus Areas OCM focuses on mitigating “people” risks and enabling realization of business benefits Engage & Communicate Stakeholder Management Address Organizational Implications Change Readiness Train the Workforce OCM focuses on mitigating “people” risks and enabling realization of business benefits Engage & Communicate Assess & Manage Stakeholders Expectations Assess & Monitor Change Readiness Mobilize & Align Leaders Objective • Align job roles to new processes and technology operational requirements Desired Results • Employee acceptance of job role changes and new organizational coordination requirements
- 22. Slide 22 Organization Change Management (OCM) for Analytics Focus Areas OCM focuses on mitigating “people” risks and enabling realization of business benefits Engage & Communicate Stakeholder Management Address Organizational Implications Change Readiness Train the Workforce OCM focuses on mitigating “people” risks and enabling realization of business benefits Engage & Communicate Assess & Manage Stakeholders Expectations Assess & Monitor Change Readiness Mobilize & Align Leaders Objective • Train employees to use technology to execute new business processes Desired Results • Workforce equipped with the knowledge, skills and competencies necessary to utilize processes and technologies effectively
- 23. Slide 23 How much OCM to do? Widespread Org Implications Stakeholder Numbers and Potential for Unsupportive Jobs Changing Org Not Used to Change Process Change
- 24. Slide 24 Click to edit Master title style Unlock Potential Data Projects Organizational OCM Work Products
- 25. Slide 25 Work Products Suggested Placement • Change Readiness Assessment • Update Com Plan • Phase Program Team Communications • Organization Impact Communications • Organization Impact Assessment • Stakeholder Management Plan • Update Com Plan • Phase Program Team Communications • Deployment Communications • Reevaluate and Update Stakeholder Management Plan • Training Needs Assessment • Training Strategy • Training Logistics Plan • Current State Impacted Job Roles • Training Curriculum & Development Plan • Training Materials Development • Future State Job Roles Definition • Job Role Mapping • Deliver Training • Track Participants Training Attendance • Evaluate Training Effectiveness • Execute Job Role Transition Plan • Communication Strategy & Plan • Program Start-up Communications • Doc Portal • Update Comm Plan • Phase Program Team Communications • Training Communications • Deployment Readiness Assessment • Reevaluate and Update Stakeholder Management Plan • Train Trainers • Register Training Participants • Job Role Transition Plan Design Build Deployment Pre-production • Stakeholder Analysis Address Organizational Implications
- 26. Slide 26 • Stakeholder Management Plan • Deployment Communications • Future State Job Roles Definition • Deployment Readiness Assessment Design Build Deployment Pre-production Example: OCM Work Products Identified for an Analytics Project • Training Curriculum & Development Plan • Training Materials Development • Deliver Training • Track Participants Training Attendance • Evaluate Training Effectiveness • Stakeholder Analysis Address Organizational Implications
- 27. Slide 27 Stakeholder Management Process Activities Focus On … Assessing Stakeholders Influencing Stakeholders Identifying Stakeholders Identified Stakeholders Identified Stakeholder Issues & Concerns Stakeholder Management Plans New Stakeholders On-going Stakeholder Meetings Technology & Process Change Impacts Stakeholder management is not a one-time event, stakeholder information will be reassessed and updated at each phase of the project
- 28. Slide 28 Stakeholder Dimensions Communications Preference Key Issues Current Status (RYG) Desired Status (YG) Desired Project Role Actions Desired Messages to Communicate Action Plan Stakeholder Owner
- 29. Slide 29 Stakeholder Engagement: Dept Head Briefing 29 Description: The team will prepare each Dept Head for the launch in the Dept. The Dept kick off presentation with detailed content will be send to Dept heads beforehand and will be briefly reviewed. The activities within the release will be discussed. The Dept Head needs to understand … Objective: § Prepare Dept heads for their role Content/Topics: § Approval process § Activities within release § Joint release planning for the Dept § Presentation for Dept kick off meeting § Questions from regional Kick-Off § Value Measure operationalization in Manager’s target agreement Scheduling/Frequency: § Once in the beginning of each release § Duration: 1-2 hour
- 30. Slide 30 Sample Communication Plan Communication Type What/How Purpose Why Sender From Whom Receiver To Whom Sources of Information From Where Key Messages Frequency Phase Media Type – Dialogue Media Scheduled Meetings For information gathering, information sharing, and to obtain feedback Project Team, Business Advisors, Committees , Project Staff Affected project staff Results of Project Tasks, Reports, Feedback, Evaluation §Awareness §Understanding §Implementation As needed All Face-to-Face Events & Meetings For information gathering, information sharing, and to obtain feedback Project Team, Business Advisors, Project Staff Affected Project Staff & Stakeholders Results of Project Tasks, Reports, Feedback, Evaluation §Awareness §Understanding §Implementation At last once per phase All Demonstrations/ Presentations To show the product Project Team, Business Advisors HWS Operational Staff and Other Stakeholders Results of Project Tasks, Reports, Feedback, Evaluation §Awareness §Understanding §Implementation As needed All All Hands Meetings To introduce new members, give status update Project Sponsors, Project Team, and Business Advisors Project Team and Resource Team Project Office, Project Managers §Awareness §Understanding §Implementation As needed All
- 31. Slide 31 Dealing with People (You Can’t Stand) The Tank The Sniper The Grenade The Know-It-All The Think-They-Know-It-All The Yes Person The Maybe Person The No Person The Whiner
- 32. Slide 32 • Training Needs Assessment • Training Strategy • Training Logistics Plan • Training Curriculum & Development Plan • Register & Tk Participants Training Attendance • Evaluate Training Effectiveness • Training Development • Deliver Training OCM Work Products Execution Roles Change Management Sponsor Communications (Manager) • Communications Strategy • Communications Plan • Start-up Communications • Web Page • Phase Program Team Communications • Organization Impact Communications • Training Communications • Deployment Communications Organization Alignment (Manager) • Current State Impacted Job Roles • Future State Job Roles Definition •Job Role Mapping • Job Role Transition Plan • Execute Job Role Transition Plan • OCM Strategy • OCM Plan • OCM Leadership Interviews • OCM Leadership Strategy • Operational Vision • OCM Leadership Action Plans • Mobilize, Support & Coach Change Champion Network • Coordinate overall execution of OCM program & template development Training (Manager) Change Management Lead
- 33. Slide 33 Conclusions OCM is essential to organizational analytics transformation Choose the applicable work products Don’t push off OCM until the very end Insert work products into plans Focus on stakeholder analysis, job roles, training, deployment preparation and communications planning Make the “soft” a real, tangible part of an action-oriented framework
- 34. Slide 34 And Remember, even with OCM….
- 35. Slide 35 Methods of Organizational Change Management Presented by: William McKnight President McKnight Consulting Group (214) 514-1444 wmcknight@mcknightcg.com www.mcknightcg.com