Change Management Framework presentation
- 1. User Focused Exercise Respect Minimize Impact on Productivit y Build Credibility & Trust Change Management Guiding Principles The goal of change management is to minimize the impact of a change on productivity by engaging employees early during the transition to mitigate resistance and drive effective adoption of new processes.
- 2. Understand the user personas and identify change impacts. Then, assess the change complexity to create a strategy definition. Make users aware of the coming change and provide updates on the scope, timing, and benefits of the program. Help the users feel confident that they will be able to use the new tool / process / system. Prepare for launch and support the users after go-live to help with the transition. PLAN 1. AWARENESS 2. READINESS 3. RESILIENCE How do we approach change management? First, we strategize by assessing who and what will be affected by the change. Then, we execute that strategy in three phases—Awareness, Readiness, and Resilience—to ensure the positive reception of the change! Finally, we measure adoption. EXECUTE Leverage surveys, usage metrics, and feedback sessions to determine if the change adoption was successful. Iterate methodology according to lessons learned. MEASURE
- 3. Planning: User Centricity ● Identify key users and groups that will be affected by the change. ● Conduct interviews to understand these users’ roles, responsibilities, and needs. ● Create an accompanying document detailing which users are affected and how. 1. Who does the change affect? 2. ● Now that you know WHO will be affected, define HOW the change will affect each user group. ● Describe specific changes and their impacts (positive and negative) by user group. ● Create simple statements about the benefits of the change for users groups. (E.g., This change enables the learner to make data-driven decisions.) ● With the WHO and the HOW defined, you can now begin thinking through the best way to communicate with and train your user groups about the change. ● Create and tailor a communication plan specific for each group you’ll be working with. 3. How does the change affect them? Strategize how to help them transition The audiences of the change are a top priority when enacting a change! Follow the steps and complete the deliverables to form a comprehensive view of your audience that will help you keep them top of mind while navigating your change.
- 4. It is easy to only focus on groups that are directly involved in the change. Change management accounts for and supports all impacted groups. Stakeholder Management: Broad “User” Focus One of the big benefits of starting change management earlier on is having time to invest in stakeholder management and include a broad user-centric perspective into the overall project strategy and decisions. End Users Tangential Teams Executives/ Leadership Sales & Marketing Teams How? Unifying project communications, providing project input based on understanding of all impacted groups, and encouraging stakeholder participation Q&A Sessions Periodic Email Updates Timeline Adjustments Pulse Surveys
- 5. 5 Execution: Communication Philosophy Built trust & credibility Avoid over communicatio n Emphasize the positives When creating change management communication documents or preparing for a meeting, it is important to keep three main guiding principles in mind: This helps the users feel like the change team is their partner, which increases buy- in. When communications aren’t concise and consolidated, it can create a negative change experience. If users see how the change benefits them, they are more likely to buy in. If there are any negatives, explain the “why.”
- 6. Once you understand the complexity of the change, you will need to figure out the mediums by which you will deliver the communications and training. Consider the following things when determining the best way to execute your change strategy: 6 Execution: Other Change Considerations How many people are impacted? What is the geography of the change? Is it a highly visible change? What is the perception of the change? Is the change critical? Less than 50 Consider in-person meetings for complicated changes and emails for simple changes. It isn’t worth building high-effort material for a small group. More than 50 Consider creating concise, clear documentation, with some virtual content via email, decks, etc. to help disseminate information. One Location You have the option to do in-person meetings and live trainings if the change needs it. Multiple Locations Consider e-learnings for complicated changes and email communications for simple changes since in- person engagement is not as feasible. Highly visible Consider developing help centers, websites, and training documentation so users feels confident that sufficient support and resources are in place. Low Visibility Stick to the critical items that are needed for your change since users will not need that kind of visibility into the project. Neutral / Positive Continue driving the positive outcomes of the change for end users to get their buy-in. Negative Acknowledge and address concerns in the communications and training. Consider providing detailed explanations for the change and offer outlets like office hours for users to ask questions. Critical Critical changes, especially if dependent on user actions, should consider employing high-effort execution options like in-person trainings and e- learnings. Also consider having touch points more often. Not critical Consider using low-effort options like email and slides.
- 7. Status Quo Performance Time Chang e 1. Resistance 2. Letting Go 4. Insight 3. Acceptance 5. Practice Chaos Chaos 1. Resistance 3. Acceptance 2. Letting Go 4. Insight 5. Practice Awareness Readiness Resilience Change Management Execution Key Managed Change Unplanned Change Change is an emotional process You can use this change model to understand how your team copes with change and to help move them through change more quickly and efficiently. The ultimate goal is to increase your team’s performance, but this takes time and things usually get worse before they get better. The dip in performance and the duration of the dip can be minimized with effective change management, communication, and leadership.
- 8. Examples of metrics to use include utilization, time to first touch, and user satisfaction. Once the change is implemented, it is important to measure how well the change was adopted. The goal is to use both quantitative and qualitative data to understand the overall success of the change. 8 Measure: Assessing Adoption Conduct Surveys Collect Usage Data Host Feedback Sessions Perception Readiness Adoption / Behavior Business Outcomes What should we measure? Summarizes the findings and verifies that the change is stable. Provides insight into any need for a change team in the future. Adoption Report Data Gathering
- 9. Summary Be user-focused but also expand your definition of “user.” Key steps in the change management process: There is no-one-size-fits-all approach to change management! Remember, it is an art more than a science. PLAN EXECUTE MEASURE 1. AWARENESS 2. READINESS 3. RESILIENCE End Users Tangential Teams Executives/ Leadership M&S Teams Consider change perception, geography, visibility, complexity, audience, etc. 1 2 3 & more!