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

8

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