Organization Change Management for the handling change in organizations
- 1. Organization Change Management How to Increase Acceptance and Benefits of Technology/Projects
- 2. 2 Why Change Management • Increase the likelihood of success • Deliver the benefits • Mitigate risk • Treat employees right • Prosci’s correlation data from over 2,000 data points and ten years shows that initiatives with excellent change management are six times more likely to meet objectives than those with poor change management. By simply moving from “poor” to “fair,” change management increases the likelihood of meeting objectives by three fold. McKinsey data also shows that the ROI captured from excellent change management is significantly more than with poor change management. Change management, when applied effectively on a project, significantly increases the success rate of the effort.
- 5. 5 Define What Is Changing Organization Design Stakeholder Analysis* HR Alignment Business Impact Assessments Business Readiness Assessment / Planning Communications* Business Engagement Ongoing Monitoring of Changes Check Points Benefits Realization / Value Delivery Benefits Manage the Transition Change Guides Executive Ownership and Sponsorship* Role Identification and Mapping Training Design, Development, and Deployment* Deployment Planning* Business Case As-Is Process Mapping To-Be Process Mapping Recommend Preferred Alternative Project Definition Process Design Change Management Framework
- 6. 6 Components: Organization Design/Alignment - Outlines how the organization structure, jobs, teams and roles need to change to enable the future business processes (for both the business and IT). Stakeholder Analysis - Captures characteristics of the impacted organization such as group size, location, and buy-in criticality. HR Alignment – Identifies HR activities that may need to be undertaken as a result of the system, process, and organization changes. Business Impact Assessment - Identifies how the changes from the “As-Is" processes, systems, and structures to the “To-Be" processes, systems, and structures impact specific organizations and roles. Define What is Changing: The first step in an effective change program is to clearly define the changes. A thorough understanding of the changes coming to the organization helps to scope the type and magnitude of interventions required. Defining the changes also helps to build ownership for the program among key stakeholders. Define What Is Changing Organization Design Stakeholder Analysis* HR Alignment Business Impact Assessments Business Readiness Assessment / Planning Communications* Business Engagement Ongoing Monitoring of Changes Check Points Benefits Realization / Value Delivery Benefits Manage the Transition Change Guides Executive Ownership and Sponsorship* Role Identification and Mapping Training Design, Development, and Deployment* Deployment Planning* Define the Change
- 7. 7 Components: Business Readiness Assessment / Planning – Determines the readiness levels of business users with regard to upcoming changes; assessments uncover readiness gaps. If gaps are identified through the readiness assessments, actions plans to close the gaps should be created and implemented prior to go-live. Communications - Outlines the key messages that need to be communicated throughout the project. Business Engagement - Defines the activities needed to bring the impacted audience to the required level of buy-in prior to go-live. Ongoing Monitoring of Changes: Change Management is an iterative process that must be managed throughout the life of the project. The goal is to recognize the need for course corrections before go-live, not after. These steps build ownership in the solution throughout the organization. Define What Is Changing Organization Design Stakeholder Analysis* HR Alignment Business Impact Assessments Business Readiness Assessment / Planning Communications* Business Engagement Ongoing Monitoring of Changes Check Points Benefits Realization / Value Delivery Benefits Manage the Transition Change Guides Executive Ownership and Sponsorship* Role Identification and Mapping Training Design, Development, and Deployment* Deployment Planning* Monitor the Progress
- 8. 8 Components: Change Guides – Package the impacts gathered through the Business Impact Assessments and communicate to impacted users prior to their formal training to ensure they are fully prepared and oriented to the major changes. Executive Ownership and Sponsorship – Identifies activities and behaviors that executive leadership must engage in to provide navigation towards the future environment, lead the organization in that direction, and build a sense of ownership over time. Role Identification and Mapping - Groups the organization into targeted roles for change management interventions. Training Design, Development, and Deployment - Defines how the project will build the necessary process and system capability in the impacted user groups through performance support (job aids, coaching, knowledge systems, practice scenarios, and simulations). Deployment Planning – Aligns agreement around all relevant pieces of the deployment which need to be considered, defined, resolved, or require action to enable implementation. Define What Is Changing Organization Design Stakeholder Analysis* HR Alignment Business Impact Assessments Business Readiness Assessment / Planning Communications* Business Engagement Ongoing Monitoring of Changes Check Points Benefits Realization / Value Delivery Benefits Manage the Transition Change Guides Executive Ownership and Sponsorship* Role Identification and Mapping Training Design, Development, and Deployment* Deployment Planning* Manage the Transition: Once the changes are defined, specific action is required to move the organization from the “As-Is” to the “To-Be” state. These tasks help enable the organization with the skills to work in the future environment. These tasks also help build ownership for the program among the user base. Manage the Transition
- 9. 9 Components: Benefits Realization/Value Delivery - Defines and manages the activities to ensure achievement of the business case after go-live. Benefits: Ensuring that the business value outlined in the business case is the key measure of a project’s success. Value delivery is focused on point solutions that deliver best practice post implementation to improve absorption within the business, or ensure that processes or procedures are adhered to in the most effective and efficient manner. Define What Is Changing Organization Design Stakeholder Analysis* HR Alignment Business Impact Assessments Business Readiness Assessment / Planning Communications* Business Engagement Ongoing Monitoring of Changes Check Points Benefits Realization / Value Delivery Benefits Manage the Transition Change Guides Executive Ownership and Sponsorship* Role Identification and Mapping Training Design, Development, and Deployment* Deployment Planning* Focus on Benefits Realization