ADV Slides: Organizational Change Management in Becoming an Analytic Organization
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The document discusses the importance of organizational change management (OCM) in successfully transforming into an analytic organization, emphasizing the need for addressing 'people' risks and engaging stakeholders. It outlines key components of effective OCM strategies, including stakeholder management, training, and communication plans, while highlighting the significance of adapting business processes to embrace data transformation. Additionally, the document offers insights into the roles and responsibilities required to implement these changes effectively.
![Introduction
[CONFIDENTIAL] © Matillion. All rights reserved (2020)
Shawn Johnson
Solution Architect
shawn.johnson@matillion.com](https://image.slidesharecdn.com/adv-matillion-061120-webinar-slides-200611212726/85/ADV-Slides-Organizational-Change-Management-in-Becoming-an-Analytic-Organization-2-320.jpg)
![Scale
Built to take advantage of the power
and features of Amazon Redshift,
Snowflake, and Google BigQuery.
Matillion ETL for:
Amazon Redshift
Snowflake
Google BigQuery
About Matillion
Matillion is data transformation for the cloud
Cloud-native, cloud-deployed
Dual HQs in Manchester, UK and Denver; offices in New York and Seattle
Savings
Pay as you go with no long-term
commitments
Simplicity
Intuitive UI and approach to
data transformation makes
complex tasks simple.
Speed
Fast time to value, from launch
to develop to production.
[CONFIDENTIAL] © Matillion. All rights reserved (2020) www.matillion.com/demo](https://image.slidesharecdn.com/adv-matillion-061120-webinar-slides-200611212726/85/ADV-Slides-Organizational-Change-Management-in-Becoming-an-Analytic-Organization-3-320.jpg)
![Modern Data Analytics Ecosystem
[CONFIDENTIAL] © Matillion. All rights reserved (2020)](https://image.slidesharecdn.com/adv-matillion-061120-webinar-slides-200611212726/85/ADV-Slides-Organizational-Change-Management-in-Becoming-an-Analytic-Organization-4-320.jpg)
![[CONFIDENTIAL] © Matillion. All rights reserved (2020)
Change Management Best Practice
AUTOMATION
GIT
Matillion API
SCM
Documentation
Maintaining
libraries for all our
CDW processing
patterns
Monitor / Analyze
Create operational
reports to support
Data Driven
process decisions
Invest
The strongest
organizations
embrace change and
build it into daily
operations](https://image.slidesharecdn.com/adv-matillion-061120-webinar-slides-200611212726/85/ADV-Slides-Organizational-Change-Management-in-Becoming-an-Analytic-Organization-5-320.jpg)
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Thank you!](https://image.slidesharecdn.com/adv-matillion-061120-webinar-slides-200611212726/85/ADV-Slides-Organizational-Change-Management-in-Becoming-an-Analytic-Organization-6-320.jpg)
ADV Slides: Organizational Change Management in Becoming an Analytic Organization
- 1. Slide 1 Unlock Potential William McKnight President McKnight Consulting Group www.mcknightcg.com @williammcknight Organizational Change Management in Becoming an Analytic Organization @williammcknight
- 2. Introduction [CONFIDENTIAL] © Matillion. All rights reserved (2020) Shawn Johnson Solution Architect shawn.johnson@matillion.com
- 3. Scale Built to take advantage of the power and features of Amazon Redshift, Snowflake, and Google BigQuery. Matillion ETL for: Amazon Redshift Snowflake Google BigQuery About Matillion Matillion is data transformation for the cloud Cloud-native, cloud-deployed Dual HQs in Manchester, UK and Denver; offices in New York and Seattle Savings Pay as you go with no long-term commitments Simplicity Intuitive UI and approach to data transformation makes complex tasks simple. Speed Fast time to value, from launch to develop to production. [CONFIDENTIAL] © Matillion. All rights reserved (2020) www.matillion.com/demo
- 4. Modern Data Analytics Ecosystem [CONFIDENTIAL] © Matillion. All rights reserved (2020)
- 5. [CONFIDENTIAL] © Matillion. All rights reserved (2020) Change Management Best Practice AUTOMATION GIT Matillion API SCM Documentation Maintaining libraries for all our CDW processing patterns Monitor / Analyze Create operational reports to support Data Driven process decisions Invest The strongest organizations embrace change and build it into daily operations
- 6. [CONFIDENTIAL] © Matillion. All rights reserved (2020) Thank you!
- 7. Slide 1 Unlock Potential William McKnight President McKnight Consulting Group www.mcknightcg.com @williammcknight Organizational Change Management in Becoming an Analytic Organization @williammcknight
- 8. Slide 2 “The Dawn of Man” Does the Impact of Transformational Change Always Have to Be Like This?
- 9. Slide 3 Analytics Know that analytics are crucial to business success Predict what is going to happen (without intervention) and intervene Don’t just report on what did happen Get business representation in determining the analytic calculations and predictive models Determine the analytic data that will be useful to business strategy Involving analytics in every initiative and business decision
- 11. Slide 5 Successful Analytic Organization Transformation Efforts… Require much more than “the right analytics” 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
- 12. Slide 6 Some “People” Risks That Can Slow Down/Hinder Analytics 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 way things have always been done Interruptions in day-to- day operations Simultaneous rollout of other projects Staff not adequately prepared to execute new processes and technology New 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
- 13. Slide 7 Click to edit Master title style Unlock Potential Key Areas of Change by Information Management Discipline
- 14. Slide 8 Data Warehouse/Data Lake/Business Intelligence • USE the Data Warehouse, not old ways to get data • Accept the data in the DW, not question its quality or completeness • Think of other uses for the data in the DW • Contribute derivations, calculations, summarizations for the DW, not just take data off the DW for Excel
- 15. Slide 9 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
- 16. Slide 10 Big Data Extend their business analysis to include big data Trust the big data collection process Is as good-as-it-gets Think “big”
- 17. Slide 11 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!
- 18. Slide 12 People and Change Source: reply-mc.com
- 19. Slide 13 Click to edit Master title style Unlock Potential Analytic Organizational OCM Strategy
- 20. Slide 14 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
- 21. Slide 15 OCM: Embedded or Stand-Alone Embedded in a project to support that project Stand-Alone In support of multiple projects In development or production Part of Data Governance or other organization Recommend to orient it to projects, have short-term wins
- 22. Slide 16 How much OCM to do? Widespread Org Implications Stakeholders Numerous and Potential for Unsupportive Jobs Changing Org Used to Change Process Change Stakeholder Management Change Readiness Engage & Communicate Address Organizational Implications Train the Workforce
- 23. Slide 17 Click to edit Master title style Unlock Potential Analytic Organizational OCM Work Products
- 24. Slide 18 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 DeploymentPre-production Stakeholder Management Change Readiness Engage & Communicate Address Organizational Implications Train the Workforce • Stakeholder Analysis
- 25. Slide 19 • Stakeholder Management Plan • Deployment Communications • Future State Job Roles Definition • Deployment Readiness Assessment Design Build DeploymentPre-production Stakeholder Management Change Readiness Engage & Communicate Address Organizational Implications Train the Workforce 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
- 26. Slide 20 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
- 27. Slide 21 Stakeholder Dimensions Communications Preference Key Issues Current Status (RYG) Desired Status (YG) Desired Project Role Actions Desired Messages to Communicate Action Plan Stakeholder Owner
- 28. Slide 22 Stakeholder Engagement: Dept Head Briefing 22 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
- 29. Slide 23 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
- 30. Slide 24 • 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
- 31. Slide 25 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
- 32. Slide 26 Organizational Change Management in Becoming an Analytic Organization Presented by: William McKnight President McKnight Consulting Group (214) 514-1444 wmcknight@mcknightcg.com www.mcknightcg.com