Change Management in a Time of Constant ChangeSpeakers: Eric Taillefer and Jodi ThompsonTime: 9:00 AM - 10:30 AM

• Introductions• Change Happens• Change Management• Organizational Readiness• Ready to Try?• Case Study• Recap• Questions & Answers

Agenda

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

Change Happens

Future State

Transition State

NEWCurrentState

Meet ObjectivesOn Time

On BudgetROI Realized

Change Happens

Future State

Transition State

NEWCurrentState

Meet ObjectivesOn Time

On BudgetROI Realized?Project Management (PM)

Focus = Solution Oriented/TechnicalDesign – Develop – Deploy

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

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

6X Projects with organizational change management (OCM) are "six times more likely to meet objectives than those with poor change management."

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

95% 95% of projects with excellent change management programs met or exceeded their project objectives

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

#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

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

The Focus of Change Management is all about… PEOPLEIndividuals and Organizational

• 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

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

• 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

• 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

• But First

• How Ready Are You For Change: Organizational Readiness Assessment

• What’s In It For Me?: ADKAR (Prosci)

Organizational Readiness

• 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

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

Ready to Try?VISION & MEASURES

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

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

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

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

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

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

Add Up Scores

Divide by 5

Round Up if Necessary

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

Discussion on Results

Case StudyEric Taillefer

• 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

7 Pillars ACME1Timeframe Jan

Vision 4Communications 4

Sponsorship 5Stakeholder Management 5

Readiness 2Training 2

Measures 1

Compare

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

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

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.

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.

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

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

• Implementation readiness with the Stakeholders

Getting Ready!

Listened to their situation Provided guidance Documented their requirements

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

Ron PMO; You definitely gave us huge confidence in getting this monumental project moved forward...’’.

• 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

Recap

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

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

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

Questions & Answers

Eric TailleferStrategic Business ConsultantT: +1 317 493 4769M: +1 514 234 2428Eric.Taillefer@genesys.com

Jodi M. ThompsonSr Business ConsultantM: +1 (314) 560-9977Jodi.Thompson@genesys.comhttps://www.linkedin.com/in/jodimthompson

Contact Information

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