1. Organiza(onal
Change
&
ERP
A
CRASH
COURSE
Antwerp University
Management
Informa(on
Systems
08-­‐Nov-­‐2013
@lucgaloppin
08-­‐Nov-­‐2013
Antwerp
University
-­‐
Management
Informa6on
Systems
1

2. PART
1:
STUFF
YOU
SHOULD
KNOW
ABOUT
CHANGE
08-­‐Nov-­‐2013
Antwerp
University
-­‐
Management
Informa6on
Systems
2

3. Think
about
a
personal
change
Ra(onal
Emo(onal
08-­‐Nov-­‐2013
Somewhat
predictable:
Knowledge
and
Skills
Below
the
surface:
Mo/va/on
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University
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Management
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4. 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?
08-­‐Nov-­‐2013
Antwerp
University
-­‐
Management
Informa6on
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4

5. Ground
Zero
of
Change
Management
New
Ability
Relaxed
state
Denial
Acceptance
Self
Esteem
Performance
Anger
Bargaining
Depression
Stress
Time
Time
The
change
cycle
from
a
developmental
point
of
view
08-­‐Nov-­‐2013
The
change
cycle
from
a
pallia6ve
care
point
of
view
Antwerp
University
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Management
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6. The
one
mistake
we
all
make
Performance
Future
State
Current
State
The
natural
cycle
of
change
Time
08-­‐Nov-­‐2013
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University
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7. Three
ingredients
08-­‐Nov-­‐2013
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8. Three
illusions
08-­‐Nov-­‐2013
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9. 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”)
08-­‐Nov-­‐2013
TRANSITION
STATE
PRESENT
STATE
FUTURE
STATE
TRANSITION
STATE
PRESENT
STATE
Antwerp
University
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Informa6on
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FUTURE
STATE
9

10. Burning
Placorm
08-­‐Nov-­‐2013
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University
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11. Transi6on
Approaches
08-­‐Nov-­‐2013
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University
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Systems
11

12. Example:
ERP
projects…
What
you
will
be
paying
anyhow
Same amount,
Different label
Approach 1:
“Investment”
08-­‐Nov-­‐2013
Approach 2:
“Damage Control”
Antwerp
University
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13. Resistance
The emotion that
occurs when our
expectations of “the
way things are today”
are interrupted.
08-­‐Nov-­‐2013
Antwerp
University
-­‐
Management
Informa6on
Systems
13

14. Predic6ng
Resistance
Competent
Resistance
Incompetent
UNCONSCIOUS
INCOMPETENCE
CONSCIOUS
INCOMPETENCE
CONSCIOUS
COMPETENCE
UNCONSCIOUS
COMPETENCE
Time
Unconscious
08-­‐Nov-­‐2013
Conscious
Antwerp
University
-­‐
Management
Informa6on
Systems
Unconscious
14

15. PART
2:
STUFF
YOU
CAN
DO
WITH
CHANGE
08-­‐Nov-­‐2013
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University
-­‐
Management
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Systems
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16. What
users
and
consumers
have
in
common
08-­‐Nov-­‐2013
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University
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Management
Informa6on
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16

17. Selling
the
project
08-­‐Nov-­‐2013
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University
-­‐
Management
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Systems
17

18. Project
staffing
like
military
deployment
08-­‐Nov-­‐2013
Antwerp
University
-­‐
Management
Informa6on
Systems
18

19. UN
Peace
keeping
Troops
Transition Teams
Project central
Site 9
Site 8
One plan
Site 7
One team
One channel
Site 6
Site 5
Site 4
Site 3
Site 2
Site 1
Local
Responsible
SAP Coach
site 1
SAP Coach
site 2
SAP Coach
site 3
SAP Coach
site 4
SAP Coach
site 5
SAP Coach
site 6
SAP Coach
site 7
SAP Coach
site 8
SAP Coach
site 9
Structured and facilitated status
meeting each Friday
SAP Coach
Direct access to local
responsible for each domain
One face
to the customer
08-­‐Nov-­‐2013
Antwerp
University
-­‐
Management
Informa6on
Systems
19

20. The Organizational
Change Portfolio
According to Luc Galoppin
4 ’workstreams’ with a
distinct return on investment:
What’s
in
it
for
me?
COMMUNICATION
• 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.
LEARNING
What
should
I
do?
How
do
I
do
that?
Who
does
what?
ORGANIZATION
• Performance stream: Translate
the principles of the business
case into concrete new ways of
working.
08-­‐Nov-­‐2013
Why
should
I
care?
PERFORMANCE
What
will
this
come
down
to
in
prac(ce?
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21. PART
3:
CASE
STUDY
These
slides
will
be
shown
during
the
session.
However,
no
permission
is
granted
for
further
distribu6on.
08-­‐Nov-­‐2013
Antwerp
University
-­‐
Management
Informa6on
Systems
21

22. PART
4:
STUFF
08-­‐Nov-­‐2013
Antwerp
University
-­‐
Management
Informa6on
Systems
22

23. UNFREEZING
Program
Ini6a6ons
Organisa6on
Stream
Business
Case
Program
Setup
Feasibility
Study
Learning
Stream
Communica6ons
Stream
Program
Charter
Learning
Strategy
Communica6on
Strategy
Performance
Stream
Propriety Content
2
Strategy
Map
Strategy
Formula6on
4
1

24. Changing
Design
Process
Maps
Event
Driven
Process
Chains
Organisa6on
Stream
Learning
Stream
Communica6ons
Stream
Swim
Lane
Diagrams
Reports
Security
Profiles
Roles
Learning
Plan
4
Stakeholder
Database
2
4
3
Communica6on
Plan
2
Branding
Performance
Stream
1
1
KPIs
Propriety Content

25. Changing
Build
Design
Documents
Func6onal
Designs
Organisa6on
Stream
Organisa6onal
Structures
Workflows
Learning
Curriculum
Learning
Stream
Par6cipant
Administra6on
4
Communica6ons
Stream
Performance
Stream
Mo6va6onal
Learning
Plan
3
3
2
Refine
Value
Proposi6on
1
Knowledge
Portal
SMART
KPIs
2
1
Propriety Content

26. Changing
Test
Test
Scenarios
Organisa6on
Stream
System
Performance
Stream
Report
Par6cipant
Materials
Learning
Stream
Communica6ons
Stream
Process
Trainer
Materials
3
RWA
Assessments
2
1
Course
Transla6ons
4
3
2
KPI’s
Star6ng
Values
Propriety Content
1

27. Changing
Deploy
6
Deployment
Plan
Organisa6on
Stream
5
Training
Evalua6on
Learning
Stream
Reac6ons
Learning
Integrated
Learning
Materials
4
Communica6ons
Stream
Behaviour
3
4
3
Go-­‐Live
Comms
Plan
2
2
Emergency
Comms
Plan
Performance
Stream
1
Locally
Refined
KPI’s
1
Propriety Content

28. Re-­‐Freezing
Post
Implementa6on
6
Organisa6on
Stream
5
Open
Issues
Post
Implementa6on
Audit
Opera6onal
Service
Level
Agreement
Standard
Opera6ng
Procedures
(SOPs)
Revised
Learning
Blend
4
Support
Materials
Learning
Sta6s6cs
3
Ready
–
Willing
–
Able
Assessment
Revised
Roles
Learning
Stream
Communica6ons
Stream
Performance
Stream
Structured
Communica6on
1
Benefits
Mapping
Propriety Content

29. 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:
–
–
•
Sponsor:
Individual
(or
group)
having
the
power
to
sanc6on
the
change.
–
–
–
–
•
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.
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
08-­‐Nov-­‐2013
Antwerp
University
-­‐
Management
Informa6on
Systems
29

30. 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
08-­‐Nov-­‐2013
Antwerp
University
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Management
Informa6on
Systems
30