Change Community of Practice Webinar: Life after go live - what Change Management can do
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Transcript of Change Community of Practice Webinar: Life after go live - what Change Management can do
Life after go live: What Change Management can do Presented by:Catherine SmithsonMay 2017
Change Community of Practice Webinars
Introducing Being Human
• Founded in 1993• Our mission: develop change-
capable people and organisations so they achieve the benefits of change
• Prosci Primary Affiliate Australia and New Zealand since 2006
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Agenda
• Why do we need Change management post go live?
• Best Practices highlights• What does "post go live" Change
Management look like? • The risks of cutting Change
Management short • Top 5 tips from our consulting team • Q&A• Your experiences?
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“Life comes at us in waves. We can't predict or control those waves, but we can learn to
surf.” Dan Millman
Top 3 reasons why we need Change Management post go live
1. To ensure we achieve our target adoption rate
2. To ensure people use the change proficiently
3. To sustain the change over time
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To deliver the outcomes and results from the change!
Reinforcement – a key phase of Change Management
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AwarenessDesireKnowledgeAbilityReinforcement®
The Prosci® ADKAR
® Model
The Prosci 3 Phase Process
All too often, R = MIA
Why?• Too busy!• Project has finished• Everyone is focused on the NBT• Too hard to measure and monitor
adoption and proficiency• We’ve never done it • No buy in for it• No budget or resources for it• Others?
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The change is not the project
Currentstate
Transitionstate
Futurestate
Technical Side
People Side
Design
Deliver
Develop
Embrace
Use
Adopt
Results Outcomes Success
éGo Live
Targetadoption & proficiency achieved
Post go live activities drive better project results
42%
68%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
100%
Did not plan reinforcement and
sustainment activities
Did Plan
Per
cent
age
of re
spon
dent
s w
ho m
et o
r ex
ceed
ed p
roje
ct o
bjec
tives
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44% of respondents
allocated resource to
reinforcement activities
Key roles:• Managers of
impacted groups (50%)
• Change Management resource/team (38%)
• Project leader (26%)
Prosci 2016 Best Practices in Change Management Benchmarking Report. 1120 participants in 56 countries. Prosci copyright 2016 c
What does post go live Change Management look like?• Measurement & reporting of usage
• What % of end users have adopted the change?
• Any pockets of resistance?• Preparing managers at all levels to
coach and sustain the change• Recognition and celebrations• Lessons learned – post implementation
review• What worked well on the people side?• What would we do differently next
time?
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The risks of cutting Change Management short at go live• End users may not adopt & use as
expected - so benefits will be reduced• Resistance to change needs to be
reversed… not rewarded• End users may struggle with the
Knowledge and Ability to use the change effectively
• People can go back to the old ways of working…
• Others?
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Tip 1: Make the case for post go live Change Management at start up
• Plan your approach to making the case for CM post go live
• Connect to the purpose of the change - what will success look like?
• Avoid complexity and bogging down in detail - use simple tools and questions as conversation guides
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How well are individuals performing compared to the level expected in the design
of the change?
How many employees (of the total population) are demonstrating “buy-in” and are using the new solution?
How quickly are people up and running on the new
systems, processes and job roles?
Speed of Adoption Ultimate Utilization Proficiency
3 People Side FactorsDetermine results from change
© Prosci Inc. All rights reserved www.change-management.com
Adoption contribution
Installation contribution
Adoption contribution
Installation contribution
Adoption contribution
Installation contribution
How much of your expected results and outcomes depends on adoption and usage?
Future Adoption
contribution
Installation contribution
20%
50%
80%
Adoption Contribution = People Dependency of ROI
None All HighLow Medium
Portion of benefit that depends on
individual transitions (CMROI)
© Prosci Inc. All rights reserved www.change-management.com
Take a tailored approach
When benefits have a medium-high dependence on people using the change
we need a strong focus on measuring and maximising usage and
proficiency post go live
When dependence is low.. ….not so much
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Tip 2: Include reinforcement in your Change Management Strategy
• Include resourcing for the Reinforcement phase in your Change Management strategy
• Have the reinforcement plan and resources endorsed by the Steering Committee / Program Board
• If the project team is heading off into the sunset soon after implementation, allocate change resources for the reinforcement activities
Tip 3: Role clarity is your friendEnsure there is clarity during the planning, managing and reinforcing change phases:• Who has employee facing roles• Who has enabling roles• Who "owns" the change• Who is holding business owners
accountable for reinforcing and sustaining the change so benefits are delivered
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• Identify the business owners who will be responsible for the change in BAU early in the planning process
• Involve them from the start so they understand and own their role and have needed
• Include this in your change strategy• Get Sponsor’s sign off and support for their role • TIP: Use the Prosci Managers Change Competency Assessment to
guide your coaching with managers
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Tip 4: Involve the business owners
Tip 5: Stay connected to your Sponsor• Work with your Sponsors well into the
post go live• Ensure reinforcement activities are
included in the primary Sponsor roadmap
• Sponsors need to stay active and visible, working with the sponsor coalition and communicating with employees
• Continue the Steering Committee / Program so that reinforcement and return on investment are the key agenda items
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• Help desks• Change Champions• Super user networks• Others?
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FINAL TIP: Put support systems in place