Post on 01-Nov-2014
description
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I built it and they didn’t come..
An end user adoption saga
Columbus Brown
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Field of Dreams
If you build it, they will come
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Has this happened to you?
Built it and they:
really, really HATE it
still using the old stuff
said it bombed
didn’t get promote it
gave me no feedback
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Field of Dreams Adoption Model
Can the movie plot serve as a good framework?
Vision
Build
Paranormal Implementation
Let’s Explore
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Field of Dreams Adoption Model
VisionHeard VoicesGot a VisionGot Support
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Field of Dreams Adoption Model
BuildRoll up your sleeves &
get to workHecklersProblems & Opposition
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Field of Dreams Adoption Model
Paranormal ImplementationGHOSTS?Family drama
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Field of Dreams Case Sagas
Intranet Story
Hovercraft Story
Policy & Procedures Solution
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Field of Dreams Adoption Model
Conclusion
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Field of Dreams Adoption Model
ConclusionYou need GHOSTS to make this work
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Getting the right GHOSTS
G - Good Story
H - History
O - Org. Change Management
S - Sponsorship
T - Tools
S - Simplicity
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G-Good Story
“After nourishment, shelter and companionship, stories are the thing we need most in the world.” ― Philip Pullman
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H-History
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O-Organizational Change Management
Some of that fluffy stuff
Set of tools, processes, skills, and principles
Managing people side risksAchieving desired and required
outcomes
[org.]+[change]+[management]
What is the difference between change management and project management?
What are some misinterpretations?
How else do you view or describe change management?
• Lower productivity• Passive resistance• Active resistance • Turnover of valued employees• Disinterest in the current or future state• Arguing about the need for change• More people taking sick days or not showing up• Changes not fully implemented• People finding work-around’s• People revert to the old way of doing things• The change being totally scrapped• Divides are created between ‘us’ and ‘them’
2007 © Prosci
Unmanaged People Side Risks
Adoption, utilization, team proficiency will directly impact business results
Speed of adoption How quickly will people
get on board?
Ultimate utilization How many people are
on board?
Proficiency How much improvement occurs when people are on board?
Unmanaged People Side Risks
Change management directly impacts business results
Stability
Project begins
X
Return on Investment Scenario 1:
Proactive Change
Scenario 2:Reactive Change
Scenario 3:No Change
Stability Point
Cash Flow Factors
program Time (periods)
Net cash flow of
period
0
+
-
This slope and shape is determined by speed of adoption
The height of the benefit after implementation is
finished is based on ultimate utilization
Proficiency contributes to the ‘height’ of ongoing
benefits
Proficiency contributes to the ‘height’ of each
benefit
ROI of Change Management Model
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S-Sponsorship
Top factors for project success
Factors:
1. Effective and strong executive sponsorship
2. Buy-in from front line managers and employees
3. Exceptional team4. Continuous and targeted
communication5. Well planned and organized
approach
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T-Tools
Business Model Canvas
Prosci Change Management4PADKAR
Business Model CanvasKey Partners Key
ActivitiesValue Proposition
Customer Relationship
Customer Segments
Key Resources
Channels
Cost Structure Revenue Streams
www.businessmodelgeneration.com
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4P’sConnect Change Mgmt. to Bus. Results
Project Name Purpose Particulars People
What is the project under
consideration?
What are the goals or
outcomes that the project is
trying to achieve?
What is actually being
changed?
Whose day to day work will be
impacted?
Prosci methodology: 4P’s
Prosci methodology: ADKAR
Awareness
Desire
Knowledge
Ability
Reinforcement
Regardless if it’s a change in behavior for a personal situation or a change made in the workplace, ADKAR is all encompassing.
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Simplicity
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Simplicity
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Get the right GHOSTS
G - Good Story
H - History
O - Org. Change Management
S - Sponsorship
T - Tools
S - Simplicity
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CB1492 Columbus Brown
columbusb@slalom.com