Organization Change Management

Procurement Process Change over

RVS Reddy

Areas

Introduction Objectives Management Strategy Management thru Project Stages Communication Business Readiness Assessment Super Care

Introduction

Activity of OCM Scope

– Stakeholder Management– Org Impact Assessment– Communications– Training – Business Readiness

Guidelines Project Team

Introduction

Scope of the Change– Geographical– Functional– Technical

Roles and Responsibilities

Objectives

• Help individuals adapt to changes • Manage work environment• Roles and Responsibilities• Technology• Processes

Framework

• Impact to people, process and Technology

• Removal of barriers to change• Promote business and user acceptance• Minimize performance dip on go live• Voluntary adoption of Processes and

technology

Org Impact

Objectives

.

Commitment Curve

THE COMMITMENT CURVEStages for building personal commitment to change

T I M EStatus Quo Vision

COM

MIT

MEN

T

High

Individuals are aware of benefits, basic scope and concepts of the

projectLow

Individuals understand how the project will impact the organization

Individuals understand how the Program will impact them and their job

Individuals understand and are willing to acquire skills required

to adopt the Program

Individuals are ready to change and accept the Program as the

new status quo

Individuals make the Program their own and create innovative

ways to use and improve the system

Awareness

General Understanding

Personal Understanding

Collaboration

Commitment

Ownership

Individuals have heard about the project

Objectives

.

Why is the Change Management so Important ?

Effective strategies, activities, and tools are in place to proactively manage change, set expectations, and inform employees. They are structured, consistent, and coordinated.

Change implementation strategies, activities, and tools are in place; however, they are reactive or passive and are not structured, consistent, or coordinated.

No effective change strategies, activities, or tools are in place.

OCM Strategy

• Identify Stakeholders• Develop Strategies• Identify current level of engagement• Steps to move them to desired level• Periodical Evaluation

Stakeholder Management

•Identify Key People, Processes and Technology• Expected changes to above• Realignment of Roles and Responsibilities• Periodical testing and course correction

Organisational Impact

Communications

• Develop Communications Plan• Identify the time schedules• Identify the templates and contents• Validate the effectiveness• Implement Changes to content and templates

OCM Strategy

• Identify the activities that require training• Review and update existing material• Mode and medium of training • Feedback from SMEs•Upload to Learning sites of the Org

Training

• Assess business commitment • Assess the availability of inputs – resources, tools, Budget• Project team signoff on readiness for go live

Business Readiness

Stability• Identification of Matrix for tracking• Identification of Super care team • Set up of Super care communication process• Collection and Analysis of Data

Management thru Project stages

• Organisational Impact Assessment

• Training Strategy

• Job Design and Role Mapping

• Training needs analysis

• Training Design and Plan

• Development of Communications

• Delivery of Communications

• Stakeholder Management

• Workforce transition.

• Training Material development

• Onboard and prepare trainers

• Business Readiness Assessment

• Track attendance and Submit time sheet & expenses

• Reconcile invoice with timesheet

• Promptly perform Goods Receiving (GR) on CART

• Review PO Balance and initiate SOW change Order

• OCM Plan

• Stakeholder Identification and Assessment

• Communication Plan

• Communication Strategy

Plan1 Analyse 2 Design and Build

3 Test and

Deploy 4 Super Care 5

Communication

ADKAR Curve

ADKAR® - Prosci® approach to change management enablement of impacted individuals by creating:

−Awareness – of the change−Desire – to be engaged in their own success & that of the project−Knowledge – of the training & associated tools/resources to be

successful−Ability – the marriage of Desire & Knowledge = foundation for

success−Reinforcement – of the resources in place while transitioning and

functioning in Business as Usual state

The communications approach will leverage the methodologies to deliver effective and timely messaging

Communication

ADKAR Curve

“I know what I have to do”

Leve

l of u

nder

stan

ding

and

com

mitm

ent

Communication efforts over time

Benefits realizationOptimization of systems and

processes in line with CA global standards

Building CA Asia Pac best-practice capability

“I know how to do it”

“I know how it will impact me”

”“I see why we are

doing this”

“I’m being told about

something”

“I know what it is”

“This is how we do things here”

AwarenessAwareness Desire Knowledge Knowledge Ability Reinforcement

Communication

Mode and Medium

Channel Useful for….. Will be used for…

Email • Awareness• Regular updates• Targeted communications• Two-way communications

• Sending weekly updates to key stakeholders regarding project status

• Send regular (increasing frequency to go-live) updates to end-users from PLG and Project Leadership

• Send targeted information to end-users and key stakeholders• To manage end user project queries (except for

technical/support queries post-go live)

Intranet/ OneCA pages

• Headlines• Key achievements• Reference material

• Announcements of key achievements• FAQs• Glossary• Key dates• Contact information• Link to SharePoint repository

Chatter • Informal communications• Assessing engagement levels• Two-way

communications/feedback

• Informal feedback on engagement levels/business readiness (focus on period immediately prior to and post-go live)

• Informal/rapid feedback on impact of communications

SharePoint • Detailed repository of reference material

• SAP Asia Pac Release reference/support site

• Repository for: country-specific BPPs, training materials, quick reference guides, access request forms

Communication

Mode and MediumChannel Useful for….. Will be used for…

Newsletter/ Stakeholder Bulletins

• Awareness• Regular updates• Project team building

• Sending weekly updates to key stakeholders regarding project status

• Internal project team weekly/fortnightly newsletter

YouTube/Video • Leadership updates• Awareness to Desire

• Go-Live minus 2 months: PLG “This is what’s coming”…

• PLG “Thank You” post-go live

Posters •Building awareness immediately prior to go live•Post-go live support

• Raising awareness of what’s changing immediately prior to go-live

• Support details

Desk drop •Building awareness immediately prior to go live•Post-go live support • potential for branded materials, quick reference

guides, etc..

Town Hall Briefings

•Face to face updates to large groups•Visible business leader sponsorship•Two-way communications/Q&A

• Senior management to build awareness of the project, its importance /benefits and the impact on their team

Project mailbox •Direct feedback/queries to the project team•Queries requiring prompt response

• Included in all project communications as a point of contact for any queries (users will also be directed to SharePoint )

Communication

Mode and Medium

Channel Useful for….. Will be used for…

Road show •Building stakeholder engagement levels•Face to face engagement with end users•Early visibility of system•Direct support/query response•Assessment of engagement levels/resistance

• Demonstrate the new system in each country prior to go-live

• Answer questions • Provide face-to-face support to end user

Notifications on landing page

•Short messages •Announcements•System outages•System changes

• Supplement targeted emails when relating to system outages and system updates

• Supplement targeted emails when relating to announcements, e.g. Go Live announcement

Manager cascade/ briefing packs

•Targeted communications•Informal, local support network•Getting managers to take ownership

• Provide Finance/Procurement country managers with communication tools to cascade targeted information to their teams and to answer questions directly

Screen savers • Heighten awareness immediately prior to, during and after go-live

• Go-live countdown/announcement

Voicemail • Disseminating just in time information to large groups

• Senior level sponsorship

• Go-live announcement• Call to action

BPCAs

Plan & Develop BPCA network Identify BPCAs Onboard BPCAs

& KickoffManage

BPCA Network

• Gain sign-off of BPCA approach

• Communicate to the project team about the BPCA network

• Develop BPCA kick-off meeting presentation and support materials

• Plan detailed BPCA meeting agendas

• Hold regular BPCA meetings to provide direction and key messages

• Seek feedback and make improvements as applicable

• Answer BPCA questions that arise

• Integrate BPCA activities with the needs of the project

• Educate BPCAs on key change management concepts

• Work with project team and functional area/ country leadership to identify potential BPCAs in each targeted area

• Get buy-in from identified employees’ managers for them to take on the BPCA role

• Create BPCA recruitment materials (to be sent along with invitation)

• Recruit members with personal invitations to join network and attend kick-off

• Hold kick-off meeting to explain roles and responsibilities, activities and timeline

• Provide BPCAs with the skills and information they need to be successful in the role

Establish Deploy Manage

Approach

Change Readiness Assessment

Phases Actions

Design •Design Business Change Readiness #questions , process, respondents •Prepare interview and survey materials •Schedule interviews •Finalize and launch survey

Deploy •Conduct survey •Conduct interviews •Develop report •Present findings to PPLG, Work Stream leads •Distribute report and manage action completion

Manage •Meetings with Interviewees / BPCA Network / Managers to share Readiness Assessment results and request support we may require to build readiness

• Manage action completion•Design Business Change Readiness : questions , process, respondents •Prepare survey materials •Finalize and launch survey

Super Care

Phases Actions

Design •Design process, identify resources and Infrastructure•Review end user training, inputs, schedules , delivery modes etc.•Plan support pre go live and post go live trainings•Finalize and launch survey

Go Live and post go live support

•SMEs •Communication methodology•Geo Coverage•Process and transactional support to end users•Access and Role Mapping

Manage •Regular catch ups •Defect Analysis and resolution•Stability Matrix•Process audit •SOX Control Audit

Questions ?