Geoffrey Doty is a software and professional services extraordinaire. Geoffrey advises organisations on digital transformations and change management. The technology planning process can be overwhelming, especially for those without any technical background. Where do you start? How do you implement the tools and keep volunteers, staff and donors up to date? This video was recorded on March 4 2020 for NetSquared Vancouver. It's an interactive workshop with industry experts to get your questions answered. https://www.meetup.com/net2van/events/267074343/

1. Presented by: Geoff Doty
Account Executive, Change Management
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Change Management
March 4th, 2020

2. WHAT IS
CHANGE MANAGEMENT?
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3. ADOPTION ICEBERG
Post Production Support
User Persona Analysis
User Training
Communications
Planning & Execution
Defined Business
KPIs
Strategy &
Leadership
Success
Future State Vision
Executive &
Stakeholder Alignment
Organizational
Change Competency
Change Agent Network
Managing Change Resistance
Defined Business
Processes
UI/UX Design
Deep Adoption
Visible
Enabling
Branding
Adoption Surveys &
Metrics
Governance & Data
Management
Colleague Morale/Trust
User Logins

4. CHANGE
MANAGEMENT
GOALS
Build awareness
around the need to
change.
Energize and engage
employees about the
change.
Help employees achieve greater
proficiency via knowledge and
skill building.
Increase ownership,
buy-in, and overall
adoption of the change.
Reinforce change and
drive optimization and
new efficiencies.
Ensure project goals are
met and realized.
Ensure that change is institutionalized
into new current state and it becomes
the “new normal.”
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5. SPEED OF
ADOPTION
UTILIZATION
PROFICIENCY
How many
people are on
board?
How much
improvement occurs
once people are on
board?
How quickly do people
get on board?
CHANGE MANAGEMENT
ROI FACTORS
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6. COMMON MISCONCEPTION
The Prosci® Project Change Triangle (PCT) is a trademark of Prosci, Inc. All rights reserved.
Prosci PCT Model
Projects meet
objectives
Projects finish on
time and on budget
PROJECT OCM OCM portion of
the project that
captures the
people
dependency
PROJECT
Separate OCM resource to
support the project
OCM resource as part of the project to be
responsible for X% of the results that are
people-dependent
VS

7. WHY IS IT RELEVANT?
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8. WHEN
Should It Begin?
Percent of study participants who met or
exceeded objectives based on when they
started change management
Initiation Planning Design Implementation Closure
64%
56%
49%
37%
0%
0%
20%
40%
60%
70%
90%
10%
30%
50%
80%
0 1 2 3 4
100%
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9. CHANGE MANAGEMENT
& PROJECT MANAGEMENT:
BEST FRIENDS
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10. THREE CRITICAL ELEMENTS
The Prosci® Project Change Triangle (PCT) is a trademark of Prosci, Inc. All rights reserved.
All three elements must be present for project success.
Provides guidance
and governance
Gives structure to the
technical side of the
change
Supports the people
side of change
Prosci PCT Model
Leadership/
Sponsorship
Change
Management
Project
Management
Projects meet
objectives
Projects finish on
time and on budget
Return on investment
(ROI) Realized

11. ORGANIZATIONAL CHANGE MANAGEMENT
FIVE LEVERS
for organizational change management
USING THE RIGHT TOOLS,
you can move the organization through ADKAR
Communication Sponsorship Training Coaching Resistance
Management
You can’t train desireYou can’t communicate ability

12. “Copyright © Simplus 2020 - All Rights Reserved / Privileged and Confidential Materials”
Leadership
Visioning
Current state
analysis
Barriers & Risks
to Change
Change Agent
Network
Resistance
management
Executive &
manager coaching
eLearning
Videos
Training Database
Management
Logistics,
Preparation
& Planning
End-User Training
Packages
Train-the-
Trainer
Training
Development
Stakeholder
Alignment
Communication
Planning
Training
Delivery
Change
Readiness
Adoption
MeasurementAdoption Metrics
& Evaluations
Post Go-Live
Support
Governance
Strategy
Communications
Planning & Execution
Value-Based
messaging
Key Themes &
Project Narrative
Webinar/Virtual
Training
CHANGEENABLEMENT

13. WHAT HAPPENS IF THERE IS
NO CHANGE MANAGEMENT?
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14. Lower ROI or
No Methodology
to Track ROI
Not What We
Expected /
Hoped For
Less Benefit
Realization
Unachieved
Improvement
Lack of User
Adoption
Lack of Stakeholder
Engagement
Unclear
Communication
No Set Expectations
with Users
WHAT IF THERE IS
NO CHANGE MANAGEMENT?
Employee
Turnover
Active & Passive
Resistance
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15. THREE SCENARIOS
OF CHANGE MANAGEMENT
Scenario 3 – Good Change Management
Scenario 2 –
Poor Change Management
Current
State
FUTURE
STATEReturn Equilibrium ROI Realized
Valley of
Despair
Scenario 1 – No Change Management
Change Begins

16. BUSINESS CASE
for Org. Change Management
0%
20%
40%
60%
80%
100%
POOR
(n=496)
FAIR
(n=1441)
GOOD
(n=1796)
EXCELLENT
(n=354)
15%
43%
77%
93%
Companies applying
a robust OCM
program are six
times more likely to
meet or exceed
project objectives
6X
Correlation of change management effectiveness to meeting project objectives
Data from 2007, 2009, 2011, 2013, 2015, 2017
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