Maximize the Probability of Your Digital Transformation

Webinar: Maximize the Probability of Your Digital Transformation

1. Webinar: Maximize the Probability of Your Digital Transformation with Organizational Change Management and Strategic Change Enablement Ira Lieman Director, Strategic Consulting Utopia Global Quality. Migrations. Governance. Asset Intensive | Retail & Fashion Data Driven Business Solutions ©2020 Utopia Global, Inc. All Rights Reserved .

2. 2 Change is always in need of management New opinions are always suspected, and usually opposed, without any other reason but because they are not already common. - John Locke (1689) “ “

3. What types of Changes can affect an organization? Technological Affecting how an organization does business or accomplishes tasks Operational Structural approaches to doing business Strategic Impacting an organization’s business focus Mission Altering purpose or perspective due to shifting priorities 3

4. Why should we care about Change? People don’t view change the way their organizations do. Uncertainty due to change is the gap that exists between requirements and results, between outputs and outcomes, between solutions and benefits Remove the chance from change by providing employees with the preparation, support and skills they need to succeed By proactively engaging and supporting people in times of change, we demonstrate in action that we value them Some content from: prosci.com 4 Culture An individual’s perception of their place in organizational culture is a driver for their personal success

5. How People View Change Shock Denial Depression Experiment Decision Integration Frustration Surprise or shock at the event Disbelief, looking for evidence that it isn’t true Recognition that things are different Possibly angry as well Low mood, lacking energy Inability to cope Initial engagement “test the waters” Learning how to work in the new situation, some more positivity Acceptance of change Integration into routine Self-renewal 5 Adapted by multiple sources from “Five Stages of Grief” Dr. Elisabeth Kübler-Ross, 1969 Impact Time

6. Managing Change… Enables organizations to deliver results on each change more effectively Align the needs of the organization with the expectations of the people Focuses on helping people change how they do their jobs If the change is coming, the endusers need to “become ok” with it Increases the success rate of project efforts Adoption is the number one non-technological risk going into a transformational program Flatten the change curve! 6 Time

7. Strategic Change Enablement (SCE) with Utopia Key Objectives and Outcomes: Distinguish between project management, change management, and executive leadership Understand the various levels and states of change Understand key groups and roles in the change management process The Change Curve - What does ADKAR ® mean Methods to manage people through change Change Management and Project Management integration Current State Evaluation Ongoing assessment and support throughout project implementation 7 To Prepare, Equip, and Support individuals through the change journeys they experience as part of an organization Specifically aligned to the change of critical data processes

8. 8 Strategic Change Enablement Offerings 1. SCE Readiness & Strategy Workshops Prepare For Change Identify change characteristics Assess the organization Create the change management strategy Identify and prepare the change management team Develop your sponsorship model Identify and assess impacted groups 3. Training Development & Delivery Capability Transfer Identify groups requiring training or other knowledge transfer Develop training strategy for impacted groups based on stakeholder assessment Develop training material and other functional support documentation as applicable Deliver training 2. SCE Health Check Workshops Manage and Reinforce Change At key project stage gates: Survey current state of change management plan development and/or execution Assess against desired progress for relevant project phase Solicit feedback from project team on success and challenges to date Adjust change management plans as necessary

9. Identifying Change Characteristics Nature of the change Scope of the change Workgroup, department, business unit, enterprise Groups and number of individuals impacted Front-line employees, Managers & Supervisors, Executives/Sr Managers Who is most severely impacted, Who is least impacted Change type by group Process, system/technology, organization, job roles, staffing levels, other Amount of change Disruptive or Incremental Timeframe for change Time required or due date for each key milestone This sizing exercise helps us understand how much change management support will be required 9

10. Stage Gate Change Workshop Agenda Area Input Output Project Management What activities have already been completed and what is next? Current State Evaluation/Risk assessment Preparation Are sponsors and supervisors adequately prepared to manage the change? Sponsorship model evaluation Change Position What is the current position of most employees and managers about the change today? Prioritization of change Training Have training programs been initiated or have educational requirements (i.e. playbooks, job aids) been documented? Training status and alignment Sponsorship Are any managers or key sponsors clearly objecting to undermining the change? Sponsorship model evaluation Communication Has communication been adequate, detailed, and able to mitigate objections? Communication path alignment Damage Control Any other areas requiring damage control? Gap analysis / Tactical recommendations 10

11. 11 Aligning SCE to Enterprise Deployment Training & Capability Transfer Communications Stakeholder Management Organization Alignment Change Impact Analysis & Strategy Stakeholder Analysis Training Strategy Comms Plan Communication Execution, Feedback, & Update Training Development Sponsor Roadmap Change Readiness Assessment Training Delivery Stakeholder Engagement Execution Sponsor Roadmap Execution SCE Health Check Capability Transfer SCE Health Check A D K A R SCE Health Check Resistance Planning Strategy Change Resistance Management 2 3 KEY Utopia Service Offerings & Products Change Enablement Plan Deliverables SCE Readiness & Strategy Workshops SCE Health Check Workshops Training Development & Delivery 1 Controlling/Deployment Project Initiation Planning and Design Program Closing PM Secure Executing/Development Prepare Explore Realize Deploy Run Operation Build Test and Go-Live

12. THANK YOU 12 Ira Lieman Director, Strategic Consulting [phone] [email protected] HARNESS THE POWER OF DATA UNLEASH THE FULL POTENTIAL OF YOUR ENTERPRISE™ Randi Ayen Director, Strategic Consulting [phone] [email protected] HARNESS THE POWER OF DATA UNLEASH THE FULL POTENTIAL OF YOUR ENTERPRISE™