SAP Consulting & Thaibev IT Department - NSTDA...
Transcript of SAP Consulting & Thaibev IT Department - NSTDA...
Change Management
SAP Consulting & Thaibev IT Department
Thai Beverage 2011, Marut Buranasetkul
The process of change and adjustment
Source: based on Kubler-Ross (1969)
Source: based on Satir et al (1991)
Thai Beverage 2011, Marut Buranasetkul
Critical Points in the Change Process
Source: based on Weinberg (1997)
What are our Key Concerns?
Thai Beverage 2011, Marut Buranasetkul
ProcessProcessProcess
InterpersonalInterpersonalInterpersonal
PersonalPersonalPersonal
For enabling and supporting Organization Change, we need to align the structures
Change
Thai Beverage 2011, Marut Buranasetkul
What are our Key Concerns?
� All modules of SAP are not implemented; hence may not be able to achieve maximum benefits
� Large Scale implementation in limited time frame may impact the success of the initiative
� Limited resources for the job
� New roles have yet to be defined
� Inability to track finished goods in the market
� Training facilities are inadequate
� The quality of the trainers may not be good enough
� Training manuals may not be aligned to the correct to -be processes
Process LevelProcess Level
Thai Beverage 2011, Marut Buranasetkul
What are our Key Concerns?
� People may by-pass SAP and continue to input data in manual systems
� We may continue to have approvals in manual format
� Current training not enough for deciding on new processes
� How do we retain staff with knowledge of SAP?
� How do we get people to change their roles?
� How do we deal with job cuts?
� How do we re-deploy excess staff?
Process LevelProcess Level
Thai Beverage 2011, Marut Buranasetkul
What are our Key Concerns?
� Integration of people and processes within a function and on an inter-departmental level
� People may not have the capability to use the system to do strategic thinking
� People may sabotage change
� Existing culture may sabotage change
� Staff may be hard-working but not responsive to change
� Boss may not have faith in the data and hence ask for manual verifications
Interpersonal LevelInterpersonal Level
Thai Beverage 2011, Marut Buranasetkul
What are our Key Concerns?
� Users may have different skills and hence resistance
� Ability of user to understand end to end processes
� Fixed mind-set leading to resistance to change
� Employees may feel insecure from the new processes
� How do we fit in staff who have high experience but low IT skills and integrate them with the staff who are low on experience but high on IT skills?
� Capability of IT Staff may not be to sustain SAP
Personal LevelPersonal Level
What are some strategiesto manage the Change?
Thai Beverage 2011, Marut Buranasetkul
What are some strategies to manage the Change?
Role of Top Management� Top Management actively supporting the initiative
� Top Management provides the right people to do the right job
� Clear Company Policy
� Communicate the needs of the stock exchange
� Introduction of competition
� Success of the implementation to be assigned as a K PI of the staff
� HR must support with employee development master pl an and careerpath for employees
� Create a challenging environment
� Good budget support
Thai Beverage 2011, Marut Buranasetkul
What are some strategies to manage the Change?
Role of Project Team� Effective communication with employees
� Project team provides continuous feedback to top ma nagement on the status, progress and areas of concern of the imple mentation
� Effective training on role and skill
� Providing detailed manuals to staff
� Train top management to do analysis in SAP
� Provide Top Management Knowledge on SAP to enable t hem to explain the benefit of the implementation to the user
� Conducting reviews post the implementation
� Employees and all stake holders to be convinced of the benefits
� Involvement of employees in the change process
Thai Beverage 2011, Marut Buranasetkul
The SAP Change Management Approach is based on 6 SAP Change Management success factors.
The Scope of Change Management
Ensuring lastingness of change
CreatingConviction
Makingresults felt
Ensuring uniform
perception
CreatingOrientation
Ensuringability
1
2
3
5
6 4
Thai Beverage 2011, Marut Buranasetkul
The Success Factors
1. Creating a common orientationEmployees usually have different information about the project and have different interests and goals. Increasing their information and alignment to the objectives of the change facilitate common orientation. This phase is best addressed by an effective communication strategy
2. Creating convictionPeople believe in a system that they create and design therefore involving people in the design of the process facilitates their belief in the new process design.
3. Ensuring abilityThe SAP philosophy in the Change Management Process is that Change works best if it is drive internally. Therefore the Capability building workshops Change Agents who are trained in the Change Management Methodology.
To ensure lasting change it is important to ensure ability for the users in terms of understanding the new processes and the revised roles and having the skills to run the new transactions proficiently. The Change Impact Analysis helps ensure that this is achieved
Thai Beverage 2011, Marut Buranasetkul
The Success Factors
4. Ensuring uniform perceptionEfficiency of the change process is driven by uniform perception of goals and objectives of the project. The integration workshops helps in creating the alignment to the common benefit and the effort needed to drive the benefit that is expected.
Business benefit workshops help the business owners focus on the business results that they are seeking to achieve and the SAP tools they can leverage to achieve them
5. Making results feltOne of the biggest individual apprehensions is the fear of failure. This leads them to reject new solutions/ processes offered. Therefore it is necessary that employees should be able visualize and feel the results as soon as possible.
As a part of the Change Strategy the quick wins are identified and study missions to these internal site will need to be organized
6. Ensuring lastingness of changeChange processes are only successful in the long term when the organizational situation also changes and the new way of thinking and acting are positively reinforced. Creating permanent structures and the right reward mechanisms will help ensure the lastingness of the Change.
The Post-Go live issue resolution ensures that we factor in issues not envisaged during the implementation and undertake the root cause analysis
Thai Beverage 2011, Marut Buranasetkul
Aligning Change Management efforts to the project
Focus of the Change Management efforts shift as the project evolves
Final prepa-ration
RealizationBusiness Blueprint Golive
Project preparation
Support
6
3. Q 4. Q 1. Q 2. Q 3. Q 4. Q 1. Q 2. Q1.Q 2. Q
Makingresults felt
Ensuring lastingness of change
2
4
1
3
Creating common orientation
Creatingconviction
Ensuring ability
Ensuring uniform perception
5
SAP project change management
Thai Beverage 2011, Marut Buranasetkul
The Change Management Interventions
CreatingOrientation
CreatingConviction
Ensuring Ability
EnsuringUniform Perception
Ensuring Lastingness of Change
Making Results Felt
• Organization Diagnostic
• Developing Strategic Communication Plan
• Establishing Change Management Objectives
• Communication sessions
• Analyzing organizational impact
• Analyzing organizational readiness and stakeholder positions
• Appreciative Inquiry workshops
• Study Missions
• Vision workshops
• Enrolment workshops
• Workshop on As-Is process analysis
• Training of Change Agents
• Facilitation Skills
• Change Impact Analysis
• Change Plan for end users
• Performance Coaching
• Continuous Coaching and QA
• Workshop on Systems Thinking
• Large Group Facilitation by Change Agents
• Change Communications Strategy
• Process Engagement Workshops
• Benefit Assessment Workshops
• Certification of Change Agents
• Linkage with HR Training and Development process
• Performance coaching
• Post Go-Live review
• Building Sustenance Structures
• Post Go Live issue Analysis and resolution
• Internal Study Missions
• Identification and Implementation of Quick wins
• Pilots
• Value Tracking
• Post implementation Reviews
Thai Beverage 2011, Marut Buranasetkul
Change Management Project Schedule
P2
Final Preparation
RealizationBusiness Blueprint
Go LiveProject Preparation
SupportProject Phase
P1: Diagnostic Q & A
P2: Vision Alignment & Report out
P3: Skill BuildingP4: CM Strategy
P5: Facilitation SkillsP6: Integration
workshops (1 pilot)
P7: Change Impact & Comm. Session
P8: Pilot review and root cause analysis
P1
P4P3
P5 P6
Communication Plan
P7Change Impact & Training
P8
Integration Workshops
Communication Plan
Thai Beverage 2011, Marut Buranasetkul
Design of the Communication Plan should happen in the Planning Phase. The implementation and nature of activities vary upon the stages of the commitment curve to be reached in each project phase.
� See “Implementation Plan” for rollout strategy in the line and ways to enable managers
� See “Managing Resistances” for deeper understanding of emotional reactions to change.
Purpose and Approach
Design the Communication Plan:1. Conduct a communication analysis2. Identify target groups of communication3. Develop communication objectives and key messages in
order to inform, reduce resistance, initiate mobilization and ensure commitment
4. Define appropriate communication activities that can be used to reach the target group, its owner and timing
5. Define other activities, that can be conducted to improve mobilization/ support project
6. Document all activities in a communication plan .
� Access from here the “Workshop Design” Tool to get examples of Workshop agendas .
� Access the “Communication Masterplan” spreadsheet to document execution of planned communication activit ies
Communication Plan – Approach Outcome
� Understand elements of a communication strategy, its key success factors and the overall process steps
� Design adequate messages and define appropriate channels for communicating changes to organization and to mobilize affected employees.
Objectives
Activities
� Overall Communication strategy is defined to reach the project goals and is agreed upon
� Target groups, key messages and communication activities are identified and planned over all project phases.
When to use?
Additional tools
Thai Beverage 2011, Marut Buranasetkul
Purpose is to timely inform and mobilize all affected employ ees to ensure commitment and thereby project success
� Employees understand the sense of urgency, vision, key benefits of the transformation and how this will be achieved
� They understand their contribution to the new organisation and know how and when their job/role will change
� They are supported in the transition phase, risks and resistances are addressed
� From a companies‘ perspective, a comprehensive communication plan fosters faster and sustainable changes.
� Information (ongoing, from the start): All participants must be kept informed about the aims and strategies of a project and about the current results and decisions
� Mobilization (as kick-off, ongoing as required): To prompt to act and think differently in the changed environment, to alleviate fears and promote personal commitment
� Get Feedback: Feedback is to be sensitive for rumors, resistance, people´s mood and get acceptance. It is essential to analyze feedback and communicate actions.
Ways of communication
Why and How Communication?
Thai Beverage 2011, Marut Buranasetkul
Goals of Communication: Move up the Commitment Curve
High
Knowledge „in the eyes“
- Homepage- Mails- Info-Sessions- Info corner- Vision - Future state- Jour fix / meetings
Understand „in the head“
- Discussions- Workshops- Design future
state- Examples- Offer support- Coaching
Accept„in the heart“
- Training/ Pilot- Mobilization
events- Discuss Chances
& Risks/ Mourning
- Team award and motivational events
Commitment„in behavior“
- New Goals, Role- New behaviors- Manager as a
Coach- Recognition- Consequences- Align organization- Implementation fair
Implement„In action“
- Monitoring of Changes
- Consequences- Reviews- Celebrate success- Transfer of ownershipby location
INFORM
High
Low
Odds forSuccess
Degree of Support
CLARIFY
CONVINCE
INVOLVE
ACT
Thai Beverage 2011, Marut Buranasetkul
Strategies for executing communication
2. From the Project
Information, Mobilization, Motivation, Enablement� Plan, Design,
Implement and Monitor
� Enable and manage change champions/ agents network
1. Top Down, in the line
Alig
nmen
t and
vis
ible
sup
port
Vision, R
ole Model, W
alk the talk
Inform, M
otivate, Coach ing
3. Bottom Up, from the project or in the line
Proj
ect M
onito
ring
Mobilization events
Change M
onitoring Channels
A proven Rollout approach is a step by step one, wi th top down information and mobilization activities, management of key stakehol ders, feedback opportunities
and change agent network to ensure local communicat ion.
Thai Beverage 2011, Marut Buranasetkul