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RESEARCH POSTER PRESENTATION DESIGN © 2012 www.PosterPresentations.com Situa=on and Opportunity IBM applied our Agile Methodology for speed and designed a change program for higher and faster performance with a commitment to continued action Key Change Management Ac=vi=es Indicators of change include better information access, more efficient processes through collaboration and analytics and saved time Adop=on Measurements and Results Experiences and Lessons Learned • A strong two-way flow of communications from global to geography and across business unit teams was critical to ensure interlock and collaboration across the IBM matrix • As we deployed, we watched scorecard indicators of readiness and progress toward the adoption of key expected behaviors by role to refine approaches and ensure coverage of any gaps • Also, the agile development process required ‘agile’ OCM methods; we found that we needed to make very quick assessments, rapid decisions and be flexible to modifications and revisions 1.Define early a vision of benefits and expected behaviors and a master data strategy 2.Design and integrate the user experience from a sellers’ perspective and involve them throughout development • Engage the business at all levels and frequently - make them part of the solution 3.Develop a tightly-knit Change Management plan of action • Mitigation plans to address change impact, messaging, communications, education, stakeholder management, feedback, adoption measurement and improvement 4.Adoption is key to success . . . but, it takes leadership and commitment • Expect faster adoption on items that are ‘required’- the rest requires work to convey ‘what's in it for me’ and role-modeling to help motivate behavior change Recommended Readings • Making change work …while the work keeps changing - How Change Architects lead and manage organizational change, IBM IBV, August 2014 • The Individual Enterprise - How mobility redefines business, IBM IBV, July 2014 • Embedding Strategy, D. Charles Galunic and Immaneul Hermreck, INSEAD, October 2012 http://www.insead.edu/facultyresearch/research/search_papers.cfm and https://www.youtube.com/watch?v=3WReovl9nVQ • Making change work, IBM IBV, October 2008 Studies from the IBM Institute for Business Value can be found at ibm.com: http://www-935.ibm.com/services/us/gbs/thoughtleadership/ How Organiza/onal Change Management was Key to SalesConnect Success Patricia F. Pesanello, MS, IBM Global Business Services, NJ, USA and Denise Freier, MBA, IBM CHQ Business Transforma/on, IL, USA When Change is a Marathon Not a Sprint More Informa=on and Acknowledgments For more information: [email protected] or [email protected] . Thanks to Global OCM Team members from IBM Global Business Services, USA : Laura Needham, MBA; Thomas C. Solomon, MBA; and Rebekah Bliss, MBA “Course correc/on is more important than perfec/on” Source: IBM CIO Blog, Let's create an agile culture together, Jeff Smith, 2014 Saved Time – Improved Sales Productivity • Less time on updating records and more time on client plans • Faster access and speed in sharing • Quicker and easier searching • More timely updates More Efficient Work and Collaboration – Better Business Impact • More accurate forecasts and reports • Analytics to leverage full breadth of IBM • New insights thru greater peer visibility • More cross-geo, cross-team collaboration SalesConnect is IBM’s simple Selling Platform designed to enable our sellers with integrated information, rich analytics, mobile and social features; WW deployment spanned 2013-2014 Early leader engagement serves to accelerate adop=on Deployment and Change Methods A team of ‘change architects’ followed IBM’s structured Organizational Change Methodology and applied the most effective means of changing attitudes and behaviors Change Leaders acted over the project life cycle avoiding the common pitfall of change enablers and leader involvement are delayed till roll-out Better Access – Better Decision Making • Team enabled assessments • Facilitated executive advice to get work done • More engaged users for continuous improvement Reduced Support Costs – More Profit • Investments in technologies with benefits • Cost of multiple tools vs. one tool • Cost of common vs. stand-alone reports Interlock across IBM Matrix Readiness Scorecard Monthly Metrics * Sources: Making Change Work…while the work keeps changing, 2014 and Making Change Work, 2008 Key and most effec.ve means of changing a4tudes and behaviors* 73 % 73 % 64 % Involve leaders in role-modeling • Governance teams for vision and leadership • Adoption & Change Steering Committee • Business unit and geo focal interlock Establish and communicate a compelling case for change • Mandatory education by role and business unit • Multi-media communication: frequent, targeted and via multi-channels • Process ‘Playbook’: operational ‘how to’ guide • ‘WorkSmart’: on-demand information, communications, tips and FAQs worldwide • Multiple seller and manager communities, newsletters and blogs Identify people, passionate about change and empower them • Champions: early adopters for testimonials, success stories and peer exchange • Trained HelpDesk tuned into key issues of user concerns First-Line Managers Senior Leaders Executive Leaders Well Executed Change Management Time Performance Speed the change adoption process Performance Gap Commitment ? Poorly Executed Change Management AGILITY IS… WORKING SOFTWARE STRATEGY RELEASE ITERATION DAILY CONTINUES ACCELERATE DELIVERY ONE TEAM adaptability transparency simplicity unity
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RESEARCH POSTER PRESENTATION DESIGN © 2012
www.PosterPresentations.com
(—THIS SIDEBAR DOES NOT PRINT—) DESIGN GUIDE
This PowerPoint 2007 template produces a 42”x72” presentation poster. You can use it to create your research poster and save valuable time placing titles, subtitles, text, and graphics.
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ORIGINAL DISTORTED
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Situa=on and Opportunity
IBM applied our Agile Methodology for speed and designed a change program for higher and faster
performance with a commitment to continued action
Key Change Management Ac=vi=es
Indicators of change include better information access, more efficient processes through collaboration and analytics and saved time
Adop=on Measurements and Results
Experiences and Lessons Learned • A strong two-way flow of communications from
global to geography and across business unit teams was critical to ensure interlock and collaboration across the IBM matrix
• As we deployed, we watched scorecard indicators of readiness and progress toward the adoption of key expected behaviors by role to refine approaches and ensure coverage of any gaps
• Also, the agile development process required ‘agile’ OCM methods; we found that we needed to make very quick assessments, rapid decisions and be flexible to modifications and revisions
1. Define early a vision of benefits and expected behaviors and a master data strategy
2. Design and integrate the user experience from a sellers’ perspective and involve them throughout development
• Engage the business at all levels and frequently - make them part of the solution
3. Develop a tightly-knit Change Management plan of action • Mitigation plans to address change impact, messaging,
communications, education, stakeholder management, feedback, adoption measurement and improvement
4. Adoption is key to success . . . but, it takes leadership and commitment • Expect faster adoption on items that are ‘required’- the rest
requires work to convey ‘what's in it for me’ and role-modeling to help motivate behavior change
Recommended Readings • Making change work …while the work keeps changing - How Change
Architects lead and manage organizational change, IBM IBV, August 2014 • The Individual Enterprise - How mobility redefines business, IBM IBV, July
2014 • Embedding Strategy, D. Charles Galunic and Immaneul Hermreck, INSEAD,
October 2012 http://www.insead.edu/facultyresearch/research/search_papers.cfm
and https://www.youtube.com/watch?v=3WReovl9nVQ • Making change work, IBM IBV, October 2008
Studies from the IBM Institute for Business Value can be found at ibm.com:
http://www-935.ibm.com/services/us/gbs/thoughtleadership/
How Organiza/onal Change Management was Key to SalesConnect Success Patricia F. Pesanello, MS, IBM Global Business Services, NJ, USA and Denise Freier, MBA, IBM CHQ Business Transforma/on, IL, USA
When Change is a Marathon Not a Sprint
More Informa=on and Acknowledgments For more information: [email protected] or [email protected]. Thanks to Global OCM Team members from IBM
Global Business Services, USA : Laura Needham, MBA; Thomas C. Solomon, MBA; and Rebekah Bliss, MBA
“Course correc/on is more important than perfec/on”
Source: IBM CIO Blog, Let's create an agile culture together, Jeff Smith, 2014
Saved Time – Improved Sales Productivity • Less time on updating records and more time on client plans • Faster access and speed in sharing • Quicker and easier searching • More timely updates
More Efficient Work and Collaboration – Better Business Impact • More accurate forecasts and reports • Analytics to leverage full breadth of IBM • New insights thru greater peer visibility • More cross-geo, cross-team collaboration
SalesConnect is IBM’s simple Selling Platform designed to enable our sellers with integrated information, rich analytics, mobile and social features; WW deployment spanned 2013-2014
Early leader engagement serves to accelerate adop=on
Deployment and Change Methods
A team of ‘change architects’ followed IBM’s structured Organizational Change Methodology
and applied the most effective means of changing attitudes and behaviors
Change Leaders acted over the project life cycle avoiding the common pitfall of change enablers and
leader involvement are delayed till roll-out
Better Access – Better Decision Making • Team enabled assessments • Facilitated executive advice to get work done • More engaged users for continuous improvement
Reduced Support Costs – More Profit • Investments in technologies with benefits • Cost of multiple tools vs. one tool • Cost of common vs. stand-alone reports
Interlock across IBM Matrix Readiness Scorecard
Monthly Metrics
* Sources: Making Change Work…while the work keeps changing, 2014 and Making Change Work, 2008
Key and most effec.ve means of changing a4tudes and behaviors*
73%
73%
64%
Involve leaders in role-modeling • Governance teams for vision and leadership
• Adoption & Change Steering Committee
• Business unit and geo focal interlock Establish and communicate a compelling case for change
• Mandatory education by role and business unit • Multi-media communication: frequent, targeted and via multi-channels
• Process ‘Playbook’: operational ‘how to’ guide
• ‘WorkSmart’: on-demand information, communications, tips and FAQs worldwide • Multiple seller and manager communities, newsletters and blogs
Identify people, passionate about change and empower them • Champions: early adopters for testimonials, success stories and peer exchange
• Trained HelpDesk tuned into key issues of user concerns
First-Line Managers
Senior Leaders
Executive Leaders
Well Executed Change Management Time
Perf
orm
ance
Speed the change adoption process
Performance Gap
Commitment
?
Poorly Executed Change Management
AGILITY IS…
WORKING SOFTWARE
STRATEGY
RELEASE
ITERATION DAILY
CONTINUES
ACCELERATE DELIVERY
ONE TEAM adaptability transparency simplicity unity
