Change Management for ERP implementations - 101

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Organiza(onal Change & ERP A CRASH COURSE Antwerp University Management Informa(on Systems 08Nov2013 @lucgaloppin Antwerp University Management Informa6on Systems 08Nov2013 1
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Transcript of Change Management for ERP implementations - 101

Page 1: Change Management for ERP implementations - 101

Organiza(onal  Change  &  ERP  A  CRASH  COURSE  

Antwerp University    Management  Informa(on  Systems  

08-­‐Nov-­‐2013  

@lucgaloppin    Antwerp  University  -­‐  Management  

Informa6on  Systems    08-­‐Nov-­‐2013   1  

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PART  1:  STUFF  YOU  

SHOULD  KNOW  ABOUT  CHANGE  

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Think  about  a  personal  change  

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Ra(onal  

Emo(onal  

Somewhat  predictable:  Knowledge  and  Skills  

Below  the  surface:  Mo/va/on  

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McKinsey  Global  Survey  (2006)  •  You  will  be  confronted  with  

anxiety  and  resistance,  regardless  of  whether  the  change  is  posi6ve  or  nega6ve.    

•  You  can  channel  these  emo6ons  to  the  benefit  of  your  change  in  order  to  obtain  more  clarity  and  less  confusion.    

•  THE  REAL  QUESTION:  How  do  we  channel  these  emo(ons  so  they  can  fuel  your  project  instead  of  blocking  it?  

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Ground  Zero  of  Change  Management  

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The  change  cycle  from  a  developmental  point  of  view  

The  change  cycle  from  a  pallia6ve  care  point  of  view  

New  Ability  

Stress  

Relaxed  state   Denial  

Depression  

Acceptance  

Performan

ce  

Self  Esteem

 

Anger  

Bargaining  

Time   Time  

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The  one  mistake  we  all  make  

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Current    State  

Future    State  

The  natural  cycle  of  change  

Time  

Performan

ce  

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Three  ingredients  

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Three  illusions  

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Two  choices  

1.  Accept  the  nature  of  change  and  integrate  it  in  your  approach  (“pay  now”)  

2.  Deny  the  human  side  of  change  (“pay  later”)  

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TRANSITION  STATE  

PRESENT  STATE  

FUTURE    STATE  

TRANSITION  STATE  

PRESENT  STATE  

FUTURE    STATE  

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Burning  Placorm  

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Transi6on  Approaches  

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Example:  ERP  projects…  What  you  will  be  paying  anyhow  

Approach 1: “Investment”

Approach 2: “Damage Control”

Same amount, Different label

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Resistance  

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The emotion that occurs when our expectations of “the way things are today” are interrupted.

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Predic6ng  Resistance  

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Resistan

ce  

Time  

Incompetent   Competent  

Unconscious   Conscious   Unconscious  

UNCONSCIOUS  INCOMPETENCE  

CONSCIOUS  INCOMPETENCE  

CONSCIOUS  COMPETENCE  

UNCONSCIOUS  COMPETENCE  

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PART  2:  STUFF  YOU  CAN  

DO  WITH  CHANGE  

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What  users  and  consumers  have  in  common  

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Selling  the  project  

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Project  staffing  like  military  deployment  

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UN  Peace  keeping  Troops  

Site 9

Site 8

Site 7

Site 6

Site 5

Site 4

Site 3

Site 2

Site 1

Local Responsible

SAP Coach

One face to the customer

One plan One team

Structured and facilitated status meeting each Friday

Transition Teams

Direct access to local responsible for each domain

SAP Coach site 1

SAP Coach site 2

SAP Coach site 3

One

cha

nnel

SAP Coach site 4

SAP Coach site 5

SAP Coach site 6

SAP Coach site 7

SAP Coach site 8

SAP Coach site 9

Project central

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08-­‐Nov-­‐2013  Antwerp  University  -­‐  Management  

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The Organizational Change Portfolio

According to Luc Galoppin

4 ’workstreams’ with a distinct return on investment:

•  Communication Stream: Managing expectations and supporting the program during its complete lifecycle in staying in touch with the organization.

•  Learning Stream: Upgrading the skills and knowledge of the organization in terms of context (why), content (what) and actions (how).

•  Organization Stream: define and implement a new organization structure and define and realize new responsibilities for working.

•  Performance stream: Translate the principles of the business case into concrete new ways of working.

COMMUNICATION LEARNING

ORGANIZATION PERFORMANCE

What’s  in  it  for  me?  

Why  should  I  care?  

What  should    I  do?  

How  do  I  do  that?  

Who  does  what?  

What  will  this  come  down  to  in  prac(ce?  

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PART  3:  

CASE  STUDY  

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These  slides  will  be  shown  during  the  session.  However,  no  permission  is  granted  for  further  distribu6on.  

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PART  4:  

STUFF  

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Propriety Content

Organisa6on  Stream  

Learning  Stream  

Communica6ons  Stream  

Performance  Stream  

Program  Ini6a6ons  

Program  Setup  

Business  Case  

Feasibility  Study  

Strategy  Formula6on  

Program  Charter  

Learning  Strategy  

Communica6on  Strategy  

Strategy  Map  

UNFREEZING  

1  

2  

4  

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Propriety Content

Process  Maps  

Organisa6on  Stream  

Learning  Stream  

Communica6ons  Stream  

Performance  Stream  

Design  

Event  Driven  Process  Chains  

Swim  Lane  Diagrams  

KPIs  

Security  Profiles  

Learning  Plan  

Communica6on  Plan  

Branding  

Changing  

Stakeholder  Database  

Roles  

Reports  

1   1  

2  2  

3  

4  4  

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Propriety Content

Design  Documents  

Organisa6on  Stream  

Learning  Stream  

Communica6ons  Stream  

Performance  Stream  

Build  

Func6onal  Designs  

Organisa6onal  Structures  

SMART  KPIs  

Mo6va6onal  Learning  Plan  

Knowledge  Portal  

Changing  

Refine  Value  Proposi6on  

Learning  Curriculum  

Workflows  

Par6cipant  Administra6on  

1   1  

2  2  

3  3  3  

4  

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Propriety Content

Test  Scenarios  

Organisa6on  Stream  

Learning  Stream  

Communica6ons  Stream  

Performance  Stream  

Test  

System   Process  

KPI’s  Star6ng  Values  

Trainer  Materials  

RWA  Assessments  

Changing  

Par6cipant  Materials  

Report  

Course  Transla6ons  

1   1  

2  2  

3  3  

4  

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Propriety Content

Training  Evalua6on  

Organisa6on  Stream  

Learning  Stream  

Communica6ons  Stream  

Performance  Stream  

Deploy  

Reac6ons   Learning  

Locally  Refined  KPI’s  

Integrated  Learning  Materials  

Emergency  Comms  Plan  

Changing  

Deployment  Plan  

Behaviour  

Go-­‐Live  Comms  Plan  

1   1  

2  2  

3  3  

4   4  

5  

6  

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Propriety Content

Organisa6on  Stream  

Learning  Stream  

Communica6ons  Stream  

Performance  Stream  

Post  Implementa6on  

Revised  Roles  

Revised  Learning  Blend  

Benefits  Mapping  

Post  Implementa6on  Audit  

Standard  Opera6ng  Procedures  (SOPs)  

Re-­‐Freezing  

Open  Issues  

Support  Materials  

Opera6onal  Service  Level  Agreement    

Ready  –  Willing  –  Able  Assessment  

Structured  Communica6on  

Learning  Sta6s6cs  

1  

3  

4  

5  

6  

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Organiza6onal  Change  101  Glossary  (par6ally  based  on  Daryl  Conner’s  Glossary)  

•  Advocate:  Individual  (or  group)  wan6ng  a  change  but  without  sufficient  power  to  sanc6on  it.  •  Agent:  Individual  (or  group)  facilita6ng  the  development  and  execu6on  of  implementa6on  plans.  •  Black  hole:  Situa6ons  that  disrupt  cascading  sponsorship,  leading  to  a  lack  of  sustaining  sponsorship,  and  therefore  

a  lack  of  behavioral  change  at  local  levels.  The  term  is  borrowed  from  the  astrophysics  label  for  “spots”  in  the  universe  that  have  gravita6onal  pulls  so  strong  that  everything,  including  light,  is  pulled  in,  and  lille  or  nothing  emerges.  

•  Change  management:  The  orchestra6on  of  change  in  a  way  that  iden6fies  and  addresses  the  human  risks  involved  in  implemen6ng  change,  strengthening  the  individual  and  organiza6onal  ability  to  handle  change  well.  This  increases  the  chances  that  the  change  will  be  put  successfully  into  prac6ce.  

•  Resistance:  the  emo6on  that  occurs  when  our  expecta6ons  of  ‘the  way  things  are’  are  interrupted.  Two  words  are  important  in  this  defini6on:  

–  Emo(on:  the  essence  of  resistance  is  that  it  creates  an  emo6on.  That  means:  not  logical,  not  ra6onal  and  most  of  all:  not  predictable.  

–  Expecta(on:  resistance  does  not  only  occur  when  things  change,  but  when  our  expecta6ons  are  interrupted,  regardless  of  whether  that  makes  ra6onal  sense.  

•  Sponsor:  Individual  (or  group)  having  the  power  to  sanc6on  the  change.  –  Sustaining  sponsorship:  The  individuals  or  groups  legi6mizing  the  change  at  local  levels  of  the  organiza6on.  Sustaining  sponsors  

cascade  legi6miza6on,  support  for,  and  commitment  to  a  change  ini6a6ve  throughout  the  organiza6on.  –  Ini(a(ng  sponsor:  The  individual  or  group  that  has  the  sanc6oning  power  to  drive  the  change  process  through  to  realiza6on;  

those  who  have  ul6mate  control  of  the  resources—including  human,  economic,  poli6cal,  and  logis6cal—required  for  implementa6on  of  the  ini6a6ve.  This  individual  or  group  does  not  have  to  gain  permission  to  ini6ate  the  change;  however,  they  oqen  choose  to  keep  superiors  informed  of  the  project  and  its  implementa6on.  

–  Local  Sustaining  Sponsor:  The  individual  or  group  orchestra6ng  the  communica6ons  and  consequences  within  the  relevant  tac6cal  areas  of  responsibility  necessary,  to  ensure  successful  change  implementa6on.  

–  Primary  Sustaining  Sponsor:  The  individual  or  group  formally  sanc6oning  the  change  within  relevant  areas  of  responsibility,  providing  a  “united  front”  of  leadership  support  for  the  endeavor  and  coordina6ng  implementa6on  ac6vi6es  (across  func6onal  or  geographical  lines  as  necessary).  

•  Target:  Individual  (or  group)  who  is  to  actually  change  

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About  

•  Luc  Galoppin  Mob:  +32  497  399  880  Email:  luc.galoppin@reply-­‐mc.com  Blog:  hlp://www.reply-­‐mc.com  Twiler:  hlp://twiler.com/lucgaloppin  YouTube  channel:  hlp://www.youtube.com/replymc  Slideshare:  hlp://www.slideshare.net/lucgaloppin  

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