Caroline Mørck Jensen

Head of Change Management Office,

RSA Scandinavia (Trygg-Hansa & Codan)

Forandringsledelse i projekter

15th June 2016

Key Take Aways

• Tag en change manager med i dit projekt

– Det betaler sig

• Praktiske eksempler fra projekt i Codan/Trygg-hansa

– Brug ideerne i dit næste projekt

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Why is Change Management important?

• The natural reaction to

change is resistance

• Minimize decrease in

productivity

• Maximize quality and

benefit realization

© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report

Correlation of change management effectiveness

to meeting project objectives

16%

51%

80%

95%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor

(n=111)

Fair

(n=259)

Good

(n=313)

Excellent

(n=65)

Overall effectiveness of change management program

Perc

ent

of

respondets

that

me

t

or

exceeded p

roje

ct

obje

ctives

Source: Prosci® Benchmarking Report, Best Practices in Change Management – 2015 edition

WHY IS CHANGE

MANAGEMENT IN PROJECTS IMPORTANT?

Correlation of change management effectiveness to meeting project objectives

Overall effectiveness of Change Management

% o

f p

roje

cts

mee

tin

g o

r ex

ceed

ing

pro

ject

ob

ject

ives

55

Case Company

• RSA is one of the world's leading general insurance groups

• Active in over 140 countries.

• RSA Scandi employs approx. 3.500 employees

Case Project

Lotus Notes

SametimeLocal

Ways of WorkingLocal

Yammer

Intranet, Team Rooms, Simple apps

GoodbyeOld IT systems and inefficient processes.

Welcome21st century technology and better ways of working

7

It’s not just about having the technology; it’s

what we do with it that counts.

CHALLENGES

STRUCTURE

DELIVERABLES

LEARNINGS

8

It’s not just about having the technology; it’s

what we do with it that counts.

CHALLENGES

STRUCTURE

DELIVERABLES

LEARNINGS

ROI - 100% dependent on people adoptionB

enef

its

cap

ture

d

50%

100%

50% 100%

0%

0%

People adoption and usage

ROI

1010

“valley of despair”

Tid

Pro

du

ktiv

itet

Planlægning Implementering Fastholdelse

Drop in Productivity in Similar Implementations

11

It’s not just about having the technology; it’s

what we do with it that counts.

CHALLENGES

STRUCTURE

DELIVERABLES

LEARNINGS

Steering Committee

People Mandate in the Programme Structure

Change Management

Lead*

Programme

Manager*

Technical

Lead

*Part of Steering Committee

PDO

Change Management

Training

Better Ways of

Working

Business Analysis

Test Management

Service Integration

Lotus Notes SME

SharePoint SME

Application SME/IS

Project Technical SME

Design Authority

13

It’s not just about having the technology; it’s

what we do with it that counts.

CHALLENGES

STRUCTURE

DELIVERABLES

LEARNINGS

Biggest Challenges

Lack of sponsorship and commitment from senior management

Loosing sight of the rational for the investment – better ways of working

Negative track record on this kind of technology implementation

A radical personal change for ALL employees

Learning mindset vs. learning expectations

Change fatigue organisation

Key Deliverables

Change

ManagementTraining

Better Ways of

Working

Define

value adding activities

Define

Better Ways of Working

Adjust

technical solutions

METHOD:

1 2 3

Collaboration

Guidelines

Knowledge

Management

Business

Documents Policy

Intranet

Policy

Leader

Communication

Competencies

1 2 3 4 5

OUTCOME:

BWOW – setting targets

1717

Initiation Implementation Reinforcement

1. Preparing for change

Impact assessments

Sponsor model

Change strategy

2. Managing change

Communications

Sponsor roadmap

Resistance Management

Training

3. Reinforcing change

Review change effectiveness

Develop corrective action

plans

After action reviews

Change Management Process

Formal

project end

Our Learning Mindset

• 200 Trailblazers

• Given extra time, training and updates

• Lead the way

• Be on hand to answer questions, give advice

and challenge the way we work

• Run sessions ‘genious bars’ covering the

basics as well as top tips and tricks

TRAILBLAZERThe evangelists of our better ways of working

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It’s not just about having the technology; it’s

what we do with it that counts.

CHALLENGES

STRUCTURE

DELIVERABLES

LEARNINGS

“valley of despair”

Tid

Pro

du

ktiv

itet

Planlægning Implementering Fastholdelse

We did decrease the drop in productivity by applying

change management

Tidligere lignende teknologi

implementeringer

we are yet to reap the full benefits of the new technology

Project Manager Advice

• Give the mandate

• Ensure that your project team understand

that Change Management is need to have

and not nice to have

• Integrate Change Management information

actively

Rasmus Mahler

Project Manager on TBU

Technical Lead Advice

• Take the time to listen to the change

manager – even when you are

pressured on time

• Technical readiness isn’t enough

• Let your Change Manager control

communicationJohn Taggaard

Technical Lead on TBU

Project team day

1. Challenge 1: Building Technical and Change Management Project Plan and

challenges in Flexi-Trax

2. Challenge 2: Build Technical Plan and Change Management plan and them together

Change Manager Advice

• Take the mandate — step up!! – maybe even

before the PM give it to you.

• Show and prove the value

• Transparency — Make it easy to see the effect

of Change Management

Caroline Mørck Jensen

Change Manager on TBU

Key Take Aways

• Indtænk change management i dit projekt

• - det betaler sig

• Praktiske eksempler fra projekt i Codan/Trygg-hansa

– Håber I kan bruge nogle af ideerne i jeres næste projekt

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