Change Management: The Secret to a Successful SAS® Implementation
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The document outlines best practices for effective change management during SAS implementations, emphasizing the importance of creating a shared purpose, engaging leadership, and fostering a supportive organizational culture. It discusses the emotional responses to change, as well as the critical factors that contribute to successful change management, such as vision, skills, incentives, resources, and action plans. The importance of analytics and its integration into the healthcare system is also highlighted, along with the need for clear communication and stakeholder engagement throughout the change process.
Change Management: The Secret to a Successful SAS® Implementation
- 1. we create thinking data® Change Management The Secret to a Successful SAS® Implementation Greg Nelson, CPHIMS, MMCi
- 2. Your Presenter Greg Nelson, CPHIMS, MMCi President and CEO – ThotWave Technologies • Recovering Social PsychologistturnedClinical Informaticist (Duke University) • Prolific writer/ presenter (175+ publications/ presentations). • 25+ year SAS Expert and certified in SAS (Grid Computing, Data Mining), • Healthcare Industry Leader • Six Sigma, Balanced Scorecard, Strategy, Change Management • Passionate about developingthe next generation of data champions 5 Copyright 2016, ThotWave Technologies, LLC.
- 3. Why should we care about “change” Best Practices for Leading change Troubleshooting change 1 2 3
- 4. Examples of Change: Technology Copyright 2016, ThotWave Technologies, LLC.
- 5. Source: Accenture, Counting on Analytical Talent, 2010 Analytics Project Analytics Group Solid line indicates a direct line of authority Dotted line indicates a a partial lien of authority or funding Corporate Centralized Decentralized Function Corporate Corporate Corporate Corporate Center of excellence Consulting Functional Business Unit Function Business Unit Function Business Unit Function Business Unit Function Business Unit COECOE Examples of Change: Structure
- 7. Why should we care about change 1
- 8. If you want to make enemies, try to change something…“ Woodrow Wilson
- 9. People Process Technology Current State Desired Future State § Analytical roles are dispersed throughout the organization § Focus of people is on creating reports § Scant talent possessing sophisticated analytical and consultative skills § Perspective of the “Have’s” and “Have-nots” across different departments § Analytics “mindset” is spread across clinical, operational, financial, strategic perspectives § Leadership advances the analytical mindset across the value chain § Analytics Centers of Excellence (COE) possess analytical competencies in modeling, data integrity, storytelling, critical thinking and consulting § Organizations recognize the importance of the “data pipeline” but it is not a part of strategic planning § Analytics strategy is not universally known/ no sense of urgency § Some/ no Master Data Management abilities across limited domains § Data governance limited or non-existent § Establishing well defined disciplines across the organization relating to: § Data acquisition, Data warehousing, Master data management, Data governance, Analytical planning § Organizational imperative for analytics and its contribution to the Learning Health System § Data Warehouse is in place § Spread marts are abundant § Pockets of analytical “brilliance” propped up by heroes § Some ad hoc modeling § Sophisticated data integration & warehousing environment § Advanced modeling capabilities for predictive analytics and resource optimization § Automated standard reporting environment § Actionable data – “three clicks to action” environment Some Hindsight Limited Insight Nearly 20/20 Hindsight Actionable Insight Realizing Foresight Examples of Change: Improved Capabilities
- 10. SharedPurpose 2 1Explore 4 Measure Impact Prioritize 5 Demonstrate 3 Create Knowledge 6 Analytics is a Journey Not a Destination
- 11. Technology Change Potential Impact Examples of Change: SAS Technology Replacing or upgrading the operating system • SAS specific OS coding changes • File system changes • Managing files • Auditing, Versioning & Monitoring • Security/ authentication • Service management • Third party tools • Data impact Old: SAS Display Manager New: SAS Enterprise Guide (or SAS Studio) • File system changes • Operating system changes • Nuances of the tool Old: SAS Foundation New: SAS Data Management (data integration, data quality, master data management, data governance) • Metadata • Process flows • Roles and responsibilities • Data stewardship • Governance processes
- 12. Emotional Responses to Change Knows that change is coming Has a high level awareness of what is driving the change the broad vision of change Awareness Understands what the overall future state (change solution) looks like Understands how new ways of working will impact them Understanding Is the change in his or her area in order to try out the change and become familiar with its implications Conveys message that new ways of working are soon to be reality Adoption Articulates the change as the new status quo and ‘the way things are done around here’ Demonstrates personal ownership and alignment with the change Commitment
- 13. Individual Change COMMITMENT TIME Each stakeholder group will be moved along the commitment curve at the rate most appropriate and critical for them. AWARENESS UNDERSTANDING COMMITMENT4 3 2 1 44 3 3 2 2 1 1 Impacted Stakeholders, (End Users) Change Network (Agents) Project Team & Sponsors 1 2 3 4 Reinforcing Leaders (Champions) ADOPTION
- 14. Commitment Time Awareness Understanding Adoption Commitment Unaware Confusion Decision not to adopt Capability Terminated Risk to change program if stakeholder poorly led and engaged throughout the process. Managed Change
- 15. Best Practices for Leading Change 2
- 16. ThotWave’s Best Practice Areas Change Management Best Practice Areas v Create a shared change purpose v Establish a visible and engaged leadership coalition v Enable engagement and communication v Support strong individual performance v Build a supportive organization and culture v Create a measurement strategy
- 17. 1. Create a shared change purpose
- 18. 2. Establish a visible and engaged leadership coalition Conventional Wisdom Transform the masses! Tipping Point Leadership Transform the extremes: the people, acts, and activities that exercise a disproportionate influence on performance.
- 19. Prepare Deliver Reinforce/Sustain/Improve Awareness Competencies Skills Knowledge & Attitudes Implementation Evaluation Video Introduction Communication W TH Tell - Awareness — Articles — Intranet — Meeting minutes — Factsheets — Email summaries — Posters — Infographic — Newsletter Sell - Understandi ng — Open forum (event) — Intranet listening post — Brochures — E mail — Seminars — Lunch n Learns — FAQs TM Deliver – Action — Manager guides — Help line — Staff Training — FAQs — Cheat Sheets — Usage Guides CommunicationCommunication Learning Portal Skills Development based on role Skills Integration ILT Mentoring/ Expert Network HyC MTA Consult – Engagement — Briefings — 1:1 discussions — Informal networks — Workshops — Focus Groups — Feedback loops — Open Space — Microblog — Posters Communication Demonstrations SG Sem TL Q Sim Community of Practice/ Peer- to-peer learning Pr PbL T CS An P KC P D Ex W ILvT 3. Enable engagement and communication
- 20. Comm Events Overview Architecture Overview Elevator Speech/ Comms Update Poster ™ TM Newsflash — Training Invites Training (ELT/CBT) Training Reminders Go-Live Announce Participant Survey Focus Group : ë G ? ” * & š Email ¸ XXX Demo Readiness Assess2 On-Boarding Change Agent Mtgs Newsletters2 ? ”& & & 2 2 * 2 2 2 — — — ——— ” U U Roadshows/ Lunch and Learn 2 : ë ¸ One-on-One * G Change Agent Updates Tips and Tricks 2 Coaches/ AssistantsLeaders PilotMgrs/ EmployeesNon-Pilot Change Network 1 1 1 q q q q q q — — — & š š U š — ë : :: : G * ¸š ™ ™ ™2 š š™ 2 ” š™ ? — U U q q 2 ” ? š 2 * 1 4 4 4 Job Aid ¸ Communication Events 5/5 5/12 5/19 5/26 6/2 6/9 6/16 6/23 6/30 7/7 7/14 7/21 7/28 8/4 8/11 8/18 8/25 Sep - Oct9/1
- 21. 4. Support strong individual performance Understanding the knowledge, skills and abilities required for success Training Focus on performance management and training interventions most likely to be effective and deliver change benefits Knowledge Management Faster time to competency: employees more quickly able to perform in new jobs, use new systems etc. Culture/Leadership Supportive mindset and organizational incentives designed to realize the benefits of investing in human capital Talent management
- 22. 5. Build a supportive organization and culture • How should we arrange ourselves – our structure, processes and systems – to support the change? • What values, attitudes and behaviors we want to collectively embody?
- 23. 6. Create a measurement strategy • What is the best way to track, report and realize the benefits intended? Audience Span of Change Depth of Change Rationale for Ratings Overall Assessment Stakeholder Group X 3 3 All Client-related activities completed by x will change. They will no longer x Extensive Stakeholder Group X 2 3 No longer responsible for x. Focus will shift to making minor interventions based on local intelligence and ensuring x High Stakeholder Group X 3 2 Much greater focus on x High Stakeholder Group X 2 3 Manual data entry into x currently a large part of role. This will be replaced by increased reporting requirements High Stakeholder Group X 3 2 New accountability for x High Stakeholder Group X 1 3 Relationship with Client and the activities undertaken on their behalf will change significantly Medium Stakeholder Group X 1 3 Relationship with Client and the activities undertaken on their behalf will change significantly Medium Stakeholder Group X 1 3 Little direct impact to own day to day role, but major change for those he oversees and the way in which new x operations are established in future Medium Stakeholder Group X 2 2 x will remain responsible for x but will do so using a new method and have a greater number of tools to help them do so Medium Stakeholder Group X 2 2 x will remain responsible for x but will do so using a new method and have a greater number of tools to help them do so Medium
- 25. Right-Size the Change Management Effort Breadth of proposed change Depth of proposed change Impact of proposed change Criticality of proposed change
- 26. Components of a change strategy Vision Skills Incentive Resources Action Plan+ + + + = Results/Change adapted from Ambrose, Managing Complex Change
- 27. What happens when a component is missing? Vision Skills Incentive Resources Action Plan+ + + + = Results/Change Vision Skills Incentive Resources Action Plan+ + + + = Confusion Vision Skills Incentive Resources Action Plan+ + + + = Anxiety Vision Skills Incentive Resources Action Plan+ + + + = Resistance Vision Skills Incentive Resources Action Plan+ + + + = Frustration Vision Skills Incentive Resources Action Plan+ + + + = False start adapted from Ambrose, Managing Complex Change
- 28. Vision Vision = A compelling future state which provides direction and a sense of unity - What is the vision? Lack of Vision = Leaves people feeling confused “Why?” “What are they thinking?” “Here we go again!” Vision Skills Incentive Resources Action Plan+ + + + = Confusion
- 29. Skills Skills = The ability to do something well and with a level of expertise - Does the team have those skills? Lack of Skills or Training = Without the skills, or the promise of skills from a source we trust,we will feel anxiety… “I can’t!” “I don’t know how.” “Will there be a place for me?” Vision Skills Incentive Resources Action Plan+ + + + = Anxiety
- 30. Incentive Incentive = A thing that motivates or encourages one to do something - What’s in it for me? Lack of Incentive = Why do the work if there is no value, no consensus is built. “Don’t waste our time!” “I just want to do the job, not deal with all this…” Vision Skills Incentive Resources Action Plan+ + + + = Resistance
- 31. Resources Resources = A stock or supply of money, materials, staff or other assets that can be drawn on by a person or organization in order to function effectively - What do I have to work with? Lack of Resources = Without the physical and emotional resources to accomplish the change people will be frustrated “They ask the world and give us nothing to work with.” “How can they expect us to do…?” Vision Skills Incentive Resources Action Plan+ + + + = Frustration
- 32. Action Plan Plan = A detailed proposal for doing or achieving something- Do we have a clear, manageable, measurable plan? Lack of a Plan = Without a plan it is impossible to gain traction “We keep talking but nothing is happening” “We are going in circles.” Vision Skills Incentive Resources Action Plan+ + + + = False start
- 33. @healthcare_bi linkedin.com/in/thotwave greg@thotwave.com 919.931.4736 Contact www.thotwave.com Gregory S. Nelson, MMCi, CPHIMS ThotWave Technologies, LLC. Copyright 2016, ThotWave Technologies, LLC.
- 34. we are we create thinking data®