SHAREPOINT AND PROJECT CONFERENCE ADRIATICS 2013

ZAGREB, NOVEMBER 27-28 2013

Create an End User Adoption Strategy

ERICA TOELLE, CAIMAN CONSULTING (USA)

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sponsors

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About Erica

From Seattle, WA USA

Current Project: Office 365 Migration & Adoption Program

Organizational Change

Management

Love: Helping people through transitions + helping organizations meet their goals

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Agenda

Introduction to Organizational Change Management

10

Conditions Required for Behavior Change20

OCM Execution: Templates and Tasks20

Q&A10

Introduction to Organizational Change Management (OCM)

Benefits of End User Adoption

A McKinsey study reviewed 40 major projects and examined the effect of an Organizational Change Management (OCM) program on a project's Return on Investment (ROI).

Benefits of End User Adoption A McKinsey study reviewed 40 major projects and examined the effect of an Organizational Change Management (OCM) program on a project's Return on Investment (ROI).

The study concluded that the ROI was:

• 35%  when there was a poor OCM program or no program

• 143% when an excellent OCM program was part of the initiative

What is Organizational Change Management (OCM)?

• A systematic process that mitigates risks and leverages change as a resource for project success• An actionable, process-driven effort with work streams of activities and tasks•Has templates, forms, checklists and quality measurements that drive the OCM process

Credit: Fred Asher

Busin

ess P

erfo

rman

ce

Time

Uninformed Optimism/ Uncertainty

Denial

Anger

Despair/Skepticism

PessimismTesting

Acceptance

Informed Optimism

Initiative Complete

The Performance DipOrganizational Change

Impact to your business

Individual Change

Valley of Despair

How people feel

Endings Transitions New Beginnings

Phases of Transition

This is from the user perspective

The Change Curve

How does it feel to be forced to change?

Summary

For a project, OCM costs should amount to 5-30% of the total resource budget.

We will revisit budget in the execution section.

OCM Effort

Time

Level of

Ch

an

ge E

ffort

Adoption/Ownership occurs over time & with increasing effort

Awareness

Awareness: Sponsors, Stakeholders, and End Users are aware of the project objectives, activities, and timeline.

Shared Understanding

Shared Understanding: Sponsors, Stakeholders, and End Users understand the project and how the change it will impact them.

Shared Commitment

Shared Commitment: Sponsors, Stakeholders, and End Users agree with the objectives of the project and express their support for the change.

Adoption/Ownership

Adoption/Ownership: Sponsors, Stakeholders, and End Users demonstrate their commitment to the change initiative. They feel responsible and accountable for the project’s success.

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Four conditions required for behavior change:

Storytelling

Building Skills and Capabilities

Reinforcement of Change

Role Modelling

Storytelling

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Fallacy

What motivates you does not motivate your employees.

What is Storytelling?

Used to communicate vision and gain support.Employees must see the point of the change and agree with it.

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Here is what does motivate people

1. Impact on society (for instance, building the community and stewarding resources)

2. Impact on the customer (for example, providing superior service)

3. Impact on the company and its shareholders4. Impact on the working team (for example, creating

a caring environment)5. Impact on “me” personally (my development,

paycheck, and bonus)

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Realities

You’re better off letting them write their own story.

When we choose for ourselves, we are far more committed to the outcome (almost by a factor of five to one).

It takes a story with both positives and negatives to create real energy.

Role Modelling

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What is Role Modelling?

Employees must see the CEO and colleagues they admire behaving in the new way.

Fallacy

“Influence leaders” aren’t the only solution for making change happen.

Reinforcement of Change

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What is Change Reinforcement?Systems, processes, and incentives must be in line with the new behavior.

Realities

The process and the outcome have got to be fair.

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Reality

Money is the most expensive way to motivate people.

Satisfaction = Perception - Expectation

Building Skills and Capabilities

OCM Execution: Templates and Tasks

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OCM Work Streams

Stakeholder Understandi

ng

Communication

Training

Gain understanding and agreement from leadership and those affected that the change is in their best interest. Have them follow through on calls to action.

Support with the Right

Roles

Define how job descriptions change once the project is implemented. This includes how the solution will be maintained and what training is needed for whom.

Use existing communication channels to get the right message to the right people at the right time.

Plan training on specific solutions and processes. Use a variety of methods and timing.

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OCM Work Stream Artifacts

Define Design Build Launch Operate

Organizational Culture

Assessment

Change Magnitude

Assessment

Leadership &

Stakeholder Assessment

Communication Plan

Training Plan

Stakeholder Meetings

Manage Resistance to Change

Operations Plan

Ongoing Training

Create Training

Execute Training

Execute Communication Plan

Change Champion Strategy

Change Champion Execution

Change Inventory and Role Mapping

Support with the Right

Roles

Stakeholder Understandin

g

Communication

Training

Technical Project Activities

Define: Size of Change Assessment

•Use for: • Understanding how large the change is and why• Informing the OCM budget

•What it is: • A way for the OCM resources and project team to

understand risks due to scope• A starting point for cataloging and mitigation of risks• Informs the OCM strategy: training communications,

etc.• Complete once per project

Define: Size of Change Assessment

Small1

Medium2

Large3

1 The number of stakeholder group affected 1-5 5-15 15+

2 Impact to stakeholders on core competencies Low Medium High

3 Number of individuals affected by the change 1-25 25-150 150+

4 Centralized or decentralized locations 1 2-4 4+

5 Number of International Users 1Country

2Countries

3+ Countries

6 Required simultaneous changes to strategy, process, technology and skills

1 2-3 All 4

7 Degree of cross functional collaboration and involvement

1-2 BUs 2-4 BUs 5+ BUs

8 The degree to which departments are siloed Not siloed Some silos Many silos

9 Users have been involved in system design All Some None

Define: Size of Change Assessment

Small1

Medium2

Large3

10 Timeframe for implementation Extended Aggressive Compact

11 What is the business significance of the change?

Non critical impact

Important LOB impact

Bottom line / mission critical

12 Involvement / presentence of multiple consultants, vendors and / or third parties

Just You 1 other 2+ others

13 Degree of executive / leadership consensus regarding future vision

Much Some Little or None

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Magnitude of Change: Scoring

Add up your total:

13 – 22 Points: Small Change22 – 30 Points: Medium Change30 – 39 Points: Large Change

Define: Organizational Culture Assessment

• Use for: • Understanding the organization’s culture• Identify risks to the project imposed by organizational change• Informing the OCM budget

• What it is: • A way for the OCM resources and project team to understand

risks due to culture• An analysis that can be used in stakeholder conversations• Helps to plan for risk mitigation and OCM activities• Use only once across many projects

Define: Organizational Culture Assessment

Low Risk1

Medium Risk

2

High Risk3

1 The number of existing change initiatives for end users

None 1-2 3+

2 Degree of cultural transformation required Low Medium Extensive

3 Organization’s history of change Positive Neutral Negative

4 Quality and timely decision making within the organization

Extensive Medium Low

5 Employees feel their voice is heard in their organization

Definitely Sometimes Definitely Not

6 Degree of commitment from key stakeholder groups

Much Some Little

7 There is a technology deterministic / isolation view in the organization

Little Some Much

Define: Organizational Culture Assessment

Low Risk1

Medium Risk

2

High Risk3

8 Understand of need for and implications of change by end users

Extensive Some Little

9 Effective methods of communication (formal and informal) are utilized in the organization

Definitely Sometimes Definitely Not

10 Managers of the groups that will be affected are committed to the change

Much Some Little

11 Measurable goals for the change have been developed

Major Some Minor

12 A compelling need for change has been communicated by upper and middle management to end users

Extensive Some None

13 Employees in the organization perceive that leader “walk the talk

Much Agreement

Some Agreement

No Agreement

14 The change is viewed as an ongoing process, and not an event within a specific time period

Yes Some Groups

Not at all

15 The organization has an fatalistic culture, based on fear

No Somewhat Yes

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Organizational Culture: Scoring

Add up your total:

15 – 24 Points: Low Risk25 – 34 Points: Medium Risk35 – 45 Points: High Risk

Approximate OCM Budget Need

Small Chang

e

Medium Change

Large Change

Low Risk

High Risk

Medium Risk

30%

5%

20%

20%

20%

10%

10%

25%

25%

Define: Change Inventory

• Use for: • Understanding how many changes we are asking the

organization to make• Understanding what changes impact each role and / or

stakeholder group• Informs the communication plan: This is what you will tell people

• What it is: • A list of the desired changes, categorized by role• Later (in the define phase) these will be prioritized by positive

business impact and risk

Define: Change Inventory

Group Change Name

Description Impacted Groups

Impacted Roles

Business Benefit

Risk Priority

Workflow

Finance workflow re-engineering

Re-engineer the workflow to execute on SharePoint

Finance Group

Procurement personnel

Large Medium

3

All Web publishing

Distribute news through portal instead of email

All All Large Low 1

All Project Management Solution

Manage projects using a SharePoint solution

Project Managers

Project Managers

Medium Medium

2

A “change” is anything that impacts people, process or technology.

Design: Stakeholder List

• Use for: • Understanding who is impacted by the change• Understanding the current and future levels of commitment

• What it is: • A way for the OCM resources and project team to accomplish the

to-be state in a structured manner• The basis of the communications plan

Design: Stakeholder List

Individuals orGroups

Impact Current

Commitment Level

FutureCommitment

Level

ProjectRisk

Stakeholder Group Name

Senior Executive High Aware Buy-in High

Sales Managers Medium Unaware Aware Low

Finance Workflow users High Unaware Owner Medium

Legend:Impact on Project – High, Medium, LowCurrent Commitment Level – Unaware, Aware, Buy-In, OwnerFuture Commitment Level – Unaware, Aware, Buy-In, OwnerProject Risk – High, Medium, Low

Design & Build: Stakeholder Meetings

•Use for: • Creating awareness, buy-in and / or ownership among

project stakeholders (depending on desired outcome)• Clearly communicating project information and asks• Provides an opportunity for two way communication

•What it is: • A meeting or series of in person meetings

Design and Build: Stakeholder Meeting Objectives

• Agenda:1.Review project objectives

• Gain agreement with stakeholder

2.Approach and timeline3. Impact to their group / employees4.Asks / Feedback

• Make sure they understand their importance to making the change happen• Need to understand their three biggest roles in the project

Stakeholder Meeting Outcomes

Awareness

Shared Understandi

ng

Buy-In

Ownership

Knowledge of project and objectives XStakeholder Agrees with project objectives XAn understanding of how the change will impact their group

X

Awareness of groups policies to which you must adhere

X

Knowledge of existing processes that will be impacted

X

Identification of other stakeholders you may have missed

X

Knowledge of competing initiatives and “busy times”

X

Knowledge of preferred communication channels

X

Identification of change champions XAwareness of existing materials that can be leveraged by the project

X

Stakeholder agrees to be a project spokesperson

X

Design: Communications Plan

• Use for: • Creating shared understanding with the team about who we are

telling what, when, how, and why• Informing stakeholder how you will communicate with them

going forward & what they can expect• Execution of the communications plan should create shared

understanding & commitment with stakeholders

• What it is: • The master plan of who you are telling what• Consists of a communication plan and channel plan

Audience

Sub Audien

ce Channel Frequency Purpose

ContentDevelop

er Sender

Finance

Manager

Status call and email

recap Weekly

Discuss key accomplishments, upcoming milestones, issues / risks, and action items.

John Doe Jane Doe

CFO Update Monthly

Provide credibility to the project and create awareness and shared understanding through updates.

John Doe Jane Doe

Leadership Monthly

CallsMonthly

Continually evangelize work and highlight project “wins”.

John Doe Jane Doe

End Users Web Portal Weekly

Updates

Update on project efforts with links to supporting detail.

John Doe Jane Doe

Design: Communications Plan

Design: Communications Checklist

Use preferred senders to deliver the communicationUse multiple voices and channels to communicateHonesty is the only policyCommunicate clearly and predictablyAnswer “why is this change happening” and “what is the risk of not

changing”Answer “What’s in it for me”Don’t have communications come from the project team or project leadersUse face to face communicationRepeat key messages 5-7 timesCreate opportunities for two way communicationEvaluate the effectiveness of your communications

Design: Change Champion Strategy

•Use for: • Having a “go-to” person in each stakeholder group• Owner level commitment to the change• First place to ask questions• Helps to identify and manage resistance to change

•What it is: • A person who is selected as a change champion• Also known as a super user, power user, etc.

Design: Change Champion Strategy

Characteristics:• Be well networked within the organization and respected by peers• Want to make a difference in a organization they are fully committed to• Have the courage to speak up for what they believe in• Be seen as ‘go to’ people and opinion makers• Have a broad understanding of the organization and how it works• Be able to translate the overall change vision into local 'what’s in it for me'

scenarios• Feel passionate about the change while being empathetic to the mindset and

behavior shift their colleagues will need to go through• 'Tuned in' to the mood of the area they are in and able to pick up on resistance to

the change, lack of understanding of the change journey and communication gaps between the business and the program

Managing Resistance to Change

Plan for Resistance to Change

Expect and Plan for Resistance: Make a plan as a baseline but expect to put out fires

Identify possible areas of resistance: Stakeholder assessment

Identify what resistance might look like: stakeholder meetings

When resistance occurs understand why / root cause at the individual and group level

Monitor executives, managers and end usersPrepare people that have credibility and respect with

those at a high risk for resistance to help mitigate

Identify Cause of Resistance to Change

•Underlying fear•Big assumption

• Identify through a personal conversation

Discussion: Resistance to Change

Further Learning

Richard Harbridge: User Adoption Activities ListingErica Toelle’s WebsiteSusan Hanley’s WebsiteProsci: Change Management Research and Training

Thank you to my OCM mentor Amalia Goodwin; the Hitachi Consulting Change Management Practice, and PeopleFirm

References

1.McKinsey ROI Study Summary 2.Why Intranet Governance is Overrated – It’

s Really About Change Management3.OCM Overview – Fred Asher

questions?

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@ERICATOELLE

thank you.

SHAREPOINT AND PROJECT CONFERENCE ADRIATICS 2013

ZAGREB, NOVEMBER 27-28 2013