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Change Mgmt Secrets - SeeChange - InsideNGO Ann Conf 14

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Change Mgmt Secrets - SeeChange - InsideNGO Ann Conf 14

  1. 1. IT Systems Deployment ♦ Change Management Secrets  Strategic Planning Retreat  August 4-8th 2012  Sonoma, CA  Anne Pellicciotto, MSOD, Facilitator Anne Pellicciotto, President 1
  2. 2. Requirements Analysis/ Business Case Systems Evaluation/ Acquisition Systems Design/ Implementation Planning Deployment/Test Phases 1-X Full Implementation Systems Deployment Lifecycle How is change coming into play? What kind of system are you considering? Where are you in the lifecycle? 2
  3. 3. Change Throughout the Lifecycle Requirements Analysis/ Business Case Systems Evaluation/ Acquisition Systems Design/ Implementation Planning Deployment/Test Phases 1-X Full Implementation Ignore Embrace Explore Resist Change begins with you. 3
  4. 4. Perspectives on Change 4  It’s not the progress I mind, it’s the change I don’t like. - Mark Twain  Organizations can be changed if you find and nourish the fringe lurkers and geeks. - Tom Peters  “It’s more fun when you choose to change, rather than have it imposed on you.” - Spencer Johnson  “You must become the change you want to see.” - Mahatma Gandhi  “Change is permanent whitewater. Every change is a plateau to the next change.”- Peter Vaill
  5. 5. Benefits of Embracing Change? 5  Improve organization’s impact in the world  Use donor funding wisely – achieve ROI  Enhance morale  Technology can be fun!  Demonstrate leadership  Success breeds success support for next project Costs if you DON’T?
  6. 6. IT CHANGE Critical Success Factors Strategic & Holistic Collaborate with Stakeholders Patience, Persistence (& Resistance) RESULTS! 6
  7. 7. Holistic & Strategic 7  Institutional strategy & clear vision drives project  IT is but one element  Change in one area creates/ requires change in others  Build plan considering all these elements  Ignore Culture and you will hit a brick wall  Clarity and alignment on impacts in all elements critical What do you notice about this model?
  8. 8. Star Elements 8 Strategy – The new direction the organization is taking, often in response to outside forces, in order to improve performance.  Structure – Changes to organizational design and lines of reporting, often depicted by an organization chart, which will be prompted by the new strategy.  People – Changes to the human resource needs, roles, responsibilities and competencies of individuals in the organization that result from implementing the new strategy.  Process – Changes to the processes, procedures, and workflows guiding the organization’s work, prompted by the new strategy, and often oriented around streamlining, removing duplication of effort, filling voids, and leveraging new talent and technology.  Info Tech – Changes to information systems used to support and facilitate the work of the organization that may be required to realize the strategic changes.  Culture – Changes to the norms, values, attitudes and beliefs held by the organization and its people that need to occur in order to support the new strategy. KEY: All are implemented in a manner that fits/helps achieve the strategy.
  9. 9. Vision of Future Focus on the WHAT & WHY, not the how…  What business problem are you trying to solve?  What’s working and what’s not working?  What’s possible?  What is the Scope of the ERP effort?  What are the benefits and metrics of success? 9
  10. 10. Is Your IT Vision Clear?  Can you articulate it to your team?  Management?  The Board?  Which Star Model element(s) are being most emphasized? Name 1 or 2.  Which Star Model elements are being neglected or de-emphasized?  What are the potential implications or questions regarding these elements? 10
  11. 11. CO-labor-ation • Get out of silos • Work together toward same targets • Increase two-way communication • Widen the circle of involvement • Emphasize questions more than answers
  12. 12. Collaboration – Why?  Gain critical buy-in to ensure smooth adoption  Gain critical input to the process from those who will rely on the new system/process 12
  13. 13. Collaboration – Who? 13 Conduct Stakeholder Assessment  Who are the users?  Backoffice? Frontoffice?  Who are the key managers? Will they  Make? Help? Let? Block?  What’s in it for them?
  14. 14. Facilitated Session – How? 14  For planning, requirements analysis, design…  Two-way communication vs. downloads  Clear agendas  Right people in the room  Experienced, objective yet informed facilitator  Active listening, engaging  Brainstorming and envisioning future vs. automating the current state  Agreed next steps and follow-through
  15. 15. Patience, Persistence (& Resistance) FOCUS TIME Denial Commitment Resistance Exploration Crisis & Opportunity 1 2 3 4 FuturePast Internal/ Self External/ Environment 15 Based on Elizabeth Kubler-Ross, On Death and Dying. Change is a Process… • Where are you? • Where is your team? • How do move past Resistance? All Along the Lifecycle
  16. 16. Stages of Change & Communication Strategies 16 Stage Indicators Individual Strategy Leader Strategy Denial People disengaged Pretending not happening Ask questions Announce plans Disseminate information Resistance Fear, uncertainty, and doubt Comfort with status quo Be open Self-assess Look at potential gains  LISTEN to Resistance - invite feedback Acknowledge feelings and fears Identify barriers Exploration Ready to problem- solve Have ideas Want solutions Offer ideas Participate in solutions Generate (brainstorm) ideas Make decisions Create rollout plans Commitment People excited Plans solidified People taking action Take action Follow-through Celebrate Assign responsibilities Implement action plans Acknowledge accomplishments
  17. 17. Proof-of-Concept – Key Tool for Managing Change 17  Involve stakeholders actively  Test not just the technology but the concept  All time for culture to catch-up, embrace collaboration and standards  Achieve small wins, build confidence, expand to new departments, processes, cases
  18. 18. Change Management Conclusions  Change initiatives take time  Incremental plan, small wins are critical – where to you begin?  Involve stakeholders from the beginning – facilitated solutioning sessions  Listen, listen, listen  Careful to repave the cow paths – this is an opportunity for overall performance improvement 18
  19. 19. MANY THANKS! Anne Pellicciotto, President Washington, DC www.seechangeconsulting.com annep@seechangeconsulting.com On Twitter: Anneseye 19

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