Change Management in a - · PDF fileChange Management in a Time of Constant Change Speakers:...
Transcript of Change Management in a - · PDF fileChange Management in a Time of Constant Change Speakers:...
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Change Management in a Time of Constant ChangeSpeakers: Eric Taillefer and Jodi ThompsonTime: 9:00 AM - 10:30 AM
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• Introductions• Change Happens• Change Management• Organizational Readiness• Ready to Try?• Case Study• Recap• Questions & Answers
Agenda
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Change Happens
1. ShockI don’t believe it
NumbnessParalysis
DenialThis can’t be happening
4. CommitmentTeamwork
Clear focus and planCooperation
BalanceEnthusiasm
Clear vision of the future
Seeing possibilitiesFeeling “I can make it”
High creativity and energyToo many new idea
Lack of focusIndecisiveness
Loss of controlAnger, withdrawal, blameConcerned w/competenceFuture contribution unclearLack of focus or direction
Relief, joy, elation
2. Emotions 3. Exploration
External / EnvironmentInternal / Staff
Our natural reaction to resistance is:“get over it”
Instead, we should figure out how to help
each other “get through it”
Tim
e Sp
ent F
ocus
ed o
n th
e Pa
st
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Change Happens
Future State
Transition State
NEWCurrentState
Meet ObjectivesOn Time
On BudgetROI Realized
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Change Happens
Future State
Transition State
NEWCurrentState
Meet ObjectivesOn Time
On BudgetROI Realized?Project Management (PM)
Focus = Solution Oriented/TechnicalDesign – Develop – Deploy
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When Change Doesn’t Happen
Future State
Transition State
NEWCurrentState ?
ResistanceLack of Awareness
CulturalDisconnected StrategyFinancial Objectives or
Compensation
?Status Quo Regression
Replicated InefficienciesWhose Job Will Change
?Why it this happening
What’s In It For Me (WIIFM)Vision Unclear
?Benefits Not Expected
How Success Will Be MeasuredWhat Are We Trying to Achieve
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Making Change Happen
Future State
Transition State
CurrentState
NEW
Organizational ReadinessFocus = 7 Pillars of SuccessPosition – Prepare – Prevent
• Vision• Communications• Sponsorship• Stakeholder Management• Readiness• Training• Measures
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6X Projects with organizational change management (OCM) are "six times more likely to meet objectives than those with poor change management."
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Making Change Happen
Future State
Transition State
CurrentState
NEW
Change ManagementFocus = People, Individuals/OrganizationAdopt – Use – Sustain
• Practitioners• CM Program• People Dependent ROI
o Speed of Adoptiono Utilization Rateo Proficiency
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95% 95% of projects with excellent change management programs met or exceeded their project objectives
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Making Change Happen
Future State
Transition State
CurrentState
Leadership / Executive SponsorsFocus = Active and Visible LeadershipVision – Promote Change – Build a Coalition
NEW
• Commitment to the Change• Model/New Behaviors• Reinforce
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#1The #1 success factor for change is active and visible executive sponsorship
The most common sponsor mistake, failed to remain active and visible throughout the life of the project
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Making Change Happen
Future State
Transition State
CurrentState
Meet ObjectivesOn Time
On BudgetROI Realized
Organizational Readiness = 7 Pillars of Success
Project Management = Solution Oriented/Technical
NEW
Change Management = People, Individuals/Organization
Leadership / Executive Sponsors = Active & Visible
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The Focus of Change Management is all about… PEOPLEIndividuals and Organizational
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• Process, Tools and Methodology• Build internal CM capabilities (Business, Operations, Training, Communications)• Ideally dedicated team, outside of PMO
Structure
• Ideally certified in a CM methodology and Association of CM Professionals • Organizational (OCM), Enterprise and Individual CM• Report directly to Executive Sponsors
Practitioners
• Increase probability of project success• Capture people-dependent ROI• Manage employee resistance to change
Outcomes
Change Management
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Project Management Change ManagementTechnical, Solution Delivery People, Individuals & Organization
Design, Develop, Deploy Adopt, Utilize, Sustain
Requirements Results
Outputs Outcomes
Specifications Motivations
Installation Realizations
Solution Benefits
In many instances CM is an add-on after the project has experienced obstacles
Compare
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• Get Ready
• Vision: Create and Define (or redefine) the Vision
• Success: Identify how success will be measured
• People: Whose day-to-day work will be impacted, based on the vision
Organizational Readiness
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• Get Set
• Position: Ready for what comes next to realize what you are trying to achieve
• Prevent: Status quo regression and the replication of inefficiencies
• Prepare: For change and for the transition effort to achieve goals/outcomes
Organizational Readiness
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• But First
• How Ready Are You For Change: Organizational Readiness Assessment
• What’s In It For Me?: ADKAR (Prosci)
Organizational Readiness
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• 7 Pillars of Successful Change
Organizational Readiness Assessment
Vision • A common understanding of the primary goals or outcomes the organization is trying to achieve
Communications • Informing who is affected and impacted regarding the change
Sponsorship • Active and visible sponsorship for the change at a senior executive level
Stakeholder Management • Gaining buy-in for the changes from those involved and affected, directly or indirectly
Readiness • Getting people read to adapt to the changes
Training • Training the appropriate resources on the change
Measures • Indicators to track the success of the change initiative are defined
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Scoring IndexStatus Description Index
Not Ready Hoping for the best or unaware of the need for preparation 1
Reactionary React to whatever happens, when it happens 2
Introductory Early efforts, working through what's holding us back 3
Basic Ground work established, building upon foundation 4
Situational Depends on situation, but overall in good share to handle current conditions 5
Ready Well prepared. Able to quickly adapt to change and adjust to changing conditions 6
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Ready to Try?VISION & MEASURES
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For each question, enter the number that best represents your organization’s ability to manage change
Responses are interpreted as follows:
1 = Strongly Disagree2 = Disagree3 = Neutral (Not Sure or Don’t Know? Score as 3)
4 = Somewhat Agree5 = Agree6 = Strongly Agree
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VisionA common understanding of the primary goals or outcomes the organization is trying to achieve
Question #1The organization has a clearly defined vision of future and strategy to achieve goals/outcomes
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VisionA common understanding of the primary goals or outcomes the organization is trying to achieve
Question #2There is a compelling message for why the existing way of doings things cannot continue
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VisionA common understanding of the primary goals or outcomes the organization is trying to achieve
Question #3The organization understands what problem will be solved or what needs will be met by the change
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VisionA common understanding of the primary goals or outcomes the organization is trying to achieve
Question #4The organization has a clear understanding of the magnitude of the change and timeframe for change
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VisionA common understanding of the primary goals or outcomes the organization is trying to achieve
Question #5The organizations is willing and able to implement the change
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Add Up Scores
Divide by 5
Round Up if Necessary
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IndexStatus Description Index Evaluation
Not Ready Hoping for the best or unaware of the need for preparation 1
Focus EffortsReactionary React to whatever happens, when it happens 2
Introductory Early efforts, working through what's holding us back 3
Basic Ground work established, building upon foundation 4 Be Attentive
Situational Depends on situation, but overall in good share to handle current conditions 5
ProceedReady Well prepared. Able to quickly adapt to change and adjust to
changing conditions 6
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Discussion on Results
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Case StudyEric Taillefer
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• We have a need for you to do some work at the ‘’ACME’’, working with our Solution Engineer
• The customer has asked us to come onsite for 1-2 days, and help them determine/plan how they would set up their Internal support triage, who they should train and what type of training they should take, etc…
• They want our recommendation on this so they can understand their costs internally.
Landscape
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7 Pillars ACME1Timeframe Jan
Vision 4Communications 4
Sponsorship 5Stakeholder Management 5
Readiness 2Training 2
Measures 1
Compare
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7 Pillars ACME1 E1Timeframe Jan Jan
Vision 4 3Communications 4 3
Sponsorship 5 4Stakeholder Management 5 3
Readiness 2 2Training 2 3
Measures 1 3
Compare
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Closing the Gap
Future State
Transition State
NEWCurrentState
ResistanceLack of Awareness
Cultural
Status Quo Regression Replicated InefficienciesWhose Job Will Change
Why it this happeningWhat’s In It For Me (WIIFM)
Vision Unclear How Success Will Be MeasuredWhat Are We Trying to Achieve
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Mission and Objectives
Successfulonboardingofthecallcenters(PH1)
IncreaseUserSatisfaction
TransformintothecentralpointofgovernanceforCCCevolution.
becomethefigureheadofCCCKnowledgeand
expertise
IncreaseUserperformance
(increaserealtimeview)
OfferomnichannelapproachtoStudents
IncreasevisibilityoftheVoiceoftheCustomer(whattheywant/need)
Enhancedcustomerjourney–Firstcontactresolution
ManageefficientlyavirtualCoE.
Our mission is to provide Enterprise Level Contact Center Services to our community, and be the recognized reference for Contact Center Best Practices
at the ACME.
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Build a Strategic Roadmap
Successful onboarding of the call centers
Increase User Satisfaction
Transform into the central point of governance for CCC evolution.
become the figure head of CCC Knowledge and expertise
Increase User performance (real time view)
Offer omnichannel approach to Students
Increase visibility of the Voice of the Customer
Enhanced customer journey –First contact resolution
Manage efficiently a virtual CoE.
2017 2018 2019 2020
phaseofnormalizationandknowledgeacquisition.
ImplementsPH2ofCCCevolution.OnboardnewCCCs
ActsasSPOC&SMEforUoCContactCentersolutions.
Initiateschange.RecognizedaskeycontributortoCX&Satisfaction.
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TheinitialchallengeisthatALLcentersmustberunningonthenewsolutionbyendofQuarter(Q12017)
Key Steps
Thesecondyearoftheplanleadstothedesiredendstate;ToberecognizedasthefigureheadofContactCenterknowledge&expertise
Jan Feb March Golive Q2 Q3 Q4 Q1 Q2 Q3 Q4COE Discovery&
Sprint1Sprint2toSprint5
(EngageinCertificationprocess)
Sprint7:GoLiveVoice,emailcallback,chat
Support&Normalization
investigatefutureimmediateneedsoftheCCC
Dataintegration-newCCC
Onboardingprocess
IntroduceSmart
Features
Dialerinvestigation
(ROI)
Normalisation-PlanningfornewCCC/newchannel/new
functionalityintegration
reportingqueueintegration&gap
analysis
ASC voice
ES voice
USC voice
SUW voice
ISCvoice-Callback-
email.
ITSCVoice,email,callback,chat
Y1 Y2
Implementationreadiness;Assign
Keystakeholdersperbusinessunit-Setcommunicationstandards&branding
TrainSuperUserstobeusedintheUAT,Training,andsupportphases
ImplementDTMFdatadiptoSer.Now(TBC)Potential
Channeladdt-TBC
Sprint6(Usertraining)
NormalizationPreparationandimplementationofnewchannel/
smartfeaturewhereandwhenrequired
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7 Pillars ACME1 E1 E2Timeframe Jan Jan Mar
Vision 4 3 4Communications 4 3 3
Sponsorship 5 4 5Stakeholder Management 5 3 3
Readiness 2 2 3Training 2 3 3
Measures 1 3 2
Compare
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• Implementation readiness with the Stakeholders
Getting Ready!
Listened to their situation Provided guidance Documented their requirements
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7 Pillars ACME1 E1 E2 ACME2Timeframe Jan Jan Mar May
Vision 4 3 4 5Communications 4 3 3 4
Sponsorship 5 4 5 5Stakeholder Management 5 3 3 4
Readiness 2 2 3 4Training 2 3 3 4
Measures 1 3 2 3
Compare
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Ron PMO; You definitely gave us huge confidence in getting this monumental project moved forward...’’.
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• Created appetite for CCC knowledge and expertise
• Increased awareness of impact of key roles
• Immediate insight of where to focus attention
• Visible path forward
Lessons Learned
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Recap
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When Change Doesn’t Happen
Future State
Transition State
NEWCurrentState ?
ResistanceLack of Awareness
CulturalDisconnected StrategyFinancial Objectives or
Compensation
?Status Quo Regression
Replicated InefficienciesWhose Job Will Change
?Why it this happening
What’s In It For Me (WIIFM)Vision Unclear
?Benefits Not Expected
How Success Will Be MeasuredWhat Are We Trying to Achieve
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Making Change Happen
Future State
Transition State
CurrentState
Meet ObjectivesOn Time
On BudgetROI Realized
Organizational Readiness = 7 Pillars of Success
Project Management = Solution Oriented/Technical
NEW
Change Management = People, Individuals/Organization
Leadership / Executive Sponsors = Active & Visible
VISION
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Top Contributions for Successful Change Management• Active and visible executive sponsorship
• Structured change management approach
• Dedicated change management resources
• Integration and engagement with project management
• Employee engagement and participation
• Frequent and open communication
• Engagement with middle managers
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Questions & Answers
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Eric TailleferStrategic Business ConsultantT: +1 317 493 4769M: +1 514 234 [email protected]
Jodi M. ThompsonSr Business ConsultantM: +1 (314) [email protected]://www.linkedin.com/in/jodimthompson
Contact Information
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Strategic Business ConsultingOrganizational
Readiness ServiceDeliverables:• Primer: Ready yourself for what comes next• Readiness: Evaluate your readiness for change• Handover: Facilitate a smooth transition to implementation and change
management teams
Methods and Tools:• Readiness Assessment: Evaluate your organization’s readiness for change• Genesys Solution essential knowledge, best practices and lessons learned• Typical change considerations for customers using Genesys
Where you are involved:• Executive Sponsor for changes enabled by Genesys technology• Change Management Practitioner• Project Management Leadership• Contact Center Operations Leadership
An approach to help you realize the vision and value of your Genesys solution by addressing the people dimensions of transformation.
• Provide early guidance and necessary course correction as you get ready and consider the full organization and what needs to change
• Position you to realize the primary goals/outcomes you are trying to achieve
• Prepare you for change and for the transition effort to achieve your goals/outcomes
Duration: 3 – 6 weeks