Rebecca Brown Senior Cyber Security Analyst Project/Communication/Organizational Change Management

A Practical Approach to Organizational Change

Management

Change?

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My Background

About me • 17+ years of communication/organizational change management experience • Currently manage the change and communication activities for SRP’s Cyber

Security department • Previously the project manager for SRP’s intranet redesign project • Bachelor of Arts in Communication Design from CSU, Chico • San Francisco Bay Area Native (Silicon Valley) • Six years at SRP

Certifications • Accredited Business Communicator (ABC) • Agile • ITIL Foundations • Prosci Change Management Professional • Six Sigma Yellow Belt

Career Highlight • In May, awarded with the 2014 Cooper Quill Award of Excellence and the Best

of the Best from the Phoenix Chapter of the International Association of Business Communicators (IABC) for excellence in business communication

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Why Organizational Change Management?

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• Increase probability of process/project success

• Manage employee resistance to change

• Build organizational change competency into the organization

Why Organizational Change Management?

• Connects to business results

• Mitigates negative consequences

• Translates to financial performance

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What is Organizational Change Management?

Leading change with a focus on people –

" Project Management is like Building a Ship. Change Management is Recruiting the Crew”

Jeff Hiatt, CEO,

Prosci

Who “Does” Organizational Change Management?

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Prosci ADKAR® Model

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Awareness: Awareness for the need for change

Desire: Desire to participate and support

the change

Knowledge: Knowledge on how to change

Ability: Ability to implement required

skills and behaviors

Reinforcement: Reinforcement to sustain the

change

ADKAR in Action

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How Do Projects and Organizational Change Management Integrate?

Project Management – the “Technical Side” (PMBOK) • The application of knowledge, skills,

tools and techniques to project activities to meet project requirements

Change Management – the “People Side” (ADKAR) • The process, tools and techniques to

manage the people side of change to achieve the required business outcome

Technical Side + People Side = SUCCESS

Organizational Change Example

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Phase 1 – Preparing for Change

Understanding the nature of the change

Understanding the groups being changed

Creating the right sponsor model

Identifying risks

Developing special tactics

Define your change

management strategy

Prepare your change

management team

Develop your

sponsorship model

Phase 1 - Preparing for changePhase 1 - Preparing for change

3-Phase Organizational Change Management Process

Project Overview

Why redesign insideSRP? • Improve the user experience

• Make the intranet a more effective communication tool for employees

• Provide information that changes daily

• Move to a single technology for the intranet

Why use SharePoint?

• Integrated functionality with Microsoft Word, Outlook, Communicator

• Strong document management capability

• Powerful search function

• SRP is committed to SharePoint for team sites

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Business Drivers

Current intranet is familiar but has problems • Inconsistent navigation

• Decentralized… Different look and feel for each site

• 80% of content was outdated

• Hard to find information

• Poor search

• Difficult to update…requires departments have HTML skills

• Home page was only updated weekly (Pulse)

• Dated look and feel

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Objectives

A more functional business tool

• Boost collaboration and engagement

• Communicate information consistently and in a central location

• Save time wasted in fruitless searches

• Reduce the number of emails and large attachments

Improve the user experience

• More useful and up-to-date content

• Simplified, consistent site navigation

• Information in a format employees are familiar with in their personal lives

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Project Approach

Phase 1 • Conduct research and user

testing

• Redesign and launch a new home page for insideSRP

Phase 2 • Update the look and feel and

navigation of insideSRP

• Move existing insideSRP content for departments to SharePoint

Organizational Change Assessments

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Checklist Item

Identify leadership/sponsors

Understand changes: • Number of impacted employees • Degree of process change • Degree of technology and system change • Degree of job role changes • Degree of organization restructuring • Impact to employee compensation • Timeframe for change

Identify stakeholders/impacted groups

Identify risks

Identify organization’s responsiveness for change

Identify special approach/tactics needed for effort

Research

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Assessments/Inventory

• Conducted organizational change assessments

• Analyzed 2,000 existing intranet sites

• Found trends, reviewed search data

• Conducted an employee survey to gain a better understanding of employee needs

Used Historic Information

• Identified successes and failures with similar efforts

• Used industry benchmarks

• Attended webinars on successful intranet projects

Phase 2 – Managing Change

Communication plan

Sponsor roadmap/plan

Coaching plan

Resistance management plan

Training plan

Develop change

management plans

Take action and

implement plans

Phase 2 - Managing changePhase 2 - Managing change

3-Phase Organizational Change Management Process

Strategic Communication Planning

Key Elements of Strategic Communication Planning (IABC)

1. Executive Summary (optional) Overview of what the plans seeks to accomplish

2. Communication Goals and Objectives Goals: Describes what the plan seeks to accomplish in a big

picture sense Objectives: Explains how the goals will be met Objectives should be SMART: Specific, Measurable,

Achievable, Relevant and Time-Framed

3. Background (optional) Establishes the need for the plan and provides background

that may shape communication decisions

4. Target Audience Describes the stakeholders in order of importance

Strategic Communication Planning

5. Key Messages

A list of high-level messaging for each target audience

Helps develop written communications

6. Implementation

Is the actions we will take and how we will take them

This section shows decision makers how we will logically follow through with each element

Includes: Timing, Format, Messages and Audience

7. Budget (optional)

Includes the budget for the plan over its total life span

8. Measurement and Evaluation (optional)

Quantitative analysis of plan

Measures program effectiveness with respect to goals and objectives

Tactical Communication Planning

Key Elements of Tactical Communication Planning

1. Message High-level description of communication

2. Form Vehicle for communication (email, article, presentation, etc.)

3. Communication Owner/From Responsibility to create and send (which email mailbox)

4. Start Date and Due Date When the communication draft will begin and when it is due May also include “Delivery Date” for when the communication will be sent

5. Audience Target Audience

Sponsor Roadmap/Coaching Plan

Target

Group

Activity Date/Time Notes

with the

project team

with

managers,

executive

managers

and

sponsors

with

employees

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Sponsor Roadmap

• Activities for the sponsor to participate in through the project

Coaching Plan

• Defines how you support managers and supervisors during the organizational change

• How the sponsor and project team will interact with employees

Resistance Planning

What type of resistance is anticipated? – Which areas? What does resistance look like at your company?

How will resistance by identified? – Employee feedback, supervisors, project team, compliance audits, etc.?

Process for resistance management by level? – Employees, supervisors, senior managers, etc.?

Resistant management training by level? – Targeted audiences or integrate into existing training?

Examples of Managing Organizational Change

Training plan • New training developed specific for intranet

• Hired a specialized SharePoint trainer

• Changed model for managing intranet content

Resistance management plan • Site templates and colors

• Site permissions

• Functional vs. Organizational layout

• Face-to-face meetings

• Use of Agile Methodology

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New Intranet Home Page

Site Examples

Old Site New Site

New Features

•New FAQ

•New slideshow tool

•New A-Z index

•Converted HTML newsletters to SharePoint

•New site navigation

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Functional Centers

Objective Organize informational sites by function, future-proofing from reorganization

Employee Center From HRNet, common employee resources and tools

Manager Center

From HRNet, common manager resources and tools

Our Company

General company information, publications, projects

Collect and analyze

feedback

Diagnose gaps and manage

resistance

Implement corrective actions

and celebrate successes

Phase 3 - Reinforcing changePhase 3 - Reinforcing change

Phase 3 – Reinforcing Change

Compliance audits and employee feedback

Corrective action and managing resistance

After action review and transition management

3-Phase Organizational Change Management Process

How to Reinforce Organizational Change

Feedback • Surveys, team meetings, speak to team leaders, audits

Corrective action plan • A plan with specific steps to remedy to issue

Incentives and celebrate successes • Bonuses, lunches, trinkets, etc.

After action review summary • Post-mortem, review with management

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Project Highlights

• Traffic • Home page traffic has maintained a 191% increase over the previous

intranet home page

• Employee Engagement • Photo of the Day 1,000+ of employee submissions • Thousands of events submitted • Fresh content is posted all day, every day • A full-time content administrator was hired

• Move to SharePoint • Prior to the project, 73% of sites were non-SharePoint • By the end of the project, 100% were on SharePoint • 200+ content managers have been trained • Thousands of old documents, sites and pages deleted, saving the

company $

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Celebrate Success!

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• Celebration Lunch with our Executive Sponsor

• Article in Newsletter

• Special Recognition Awards

Copper Quill Awards in Phoenix

Organizational Change Management Recap

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Final Thoughts

You can use multiple methodologies to support change • ADKAR works great with ITIL!

Organizational Change Management is all about the people and understanding their needs

• Work to get communication/change evangelists in your organization

Top-down support is effective, the earlier in the process the better

• Make sure you have a visible and supportive sponsor

Change is easier when you don’t put all of the responsibility on stakeholders

• Do what you can up front to expedite the work • Get them to take ownership, get them excited to participate

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Questions

Rebecca Brown | ABC, ITIL, Prosci, Six Sigma SRP | Cyber Security Services Office: 602.236.6946 | Cell: 602.295.1400 Rebecca.Brown@srpnet.com

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