PUBLIC
Mehryar Entezari, SAP
March 19, 2018
Let’s Change TogetherA pragmatic approach to digital transformation
The beginning: To be or Not To Be
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The Journey
1
2
3 4
5
Prepare
Design
Build Deploy
Run
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Successful digital transformation needs change management
OCM Setup &
Governance
(S&G)
Change
Monitoring
(CMon)
Performance Management (PM)
Communication Management (CoM)
Training & Enablement (T&E)
Stakeholder Management (SM)
Organizational Alignment (OA)
OCM framework for SAP implementation projects
Interventions Setup MonitoringAnalysis
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Common reasons for the failure of digital transformation projects
Source: Deloitte Touche Tohmatsu CIO Survey - Your guide to a successful ERP journey, 2014.
36%
41%
43%
44%
44%
46%
54%
65%
72%
82%
IT perspective not…
No horizontal process view
No change management…
Scope expansion /…
Project team lacking skills
Case for change not…
Poor project management
Unrealistic expectations
Inadequate sponsorship
Resistance to change
% of respondents
Top 10 barriers to ERP implementation
The most common reasons cited for major technology
programs is poor change management
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Nobody told me about this!
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Prepare for Change – ADKAR Checklist
CHANGE MANAGEMENT PLANNINGHave you… Identified project results and outcomes? Selected and applied a systematic approach (methodology) for managing the people side of change? Allocated sufficient and dedicated resources for change management? Assessed change readiness and risk, and adapted accordingly? Engaged project teams to explain why and how change should be effectively managed? Developed the necessary change management plans? Integrated your change management activities into your project management steps or lifecycle? Presented your change management plans to those involved in the execution (sponsors, project teams, etc.)?
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The Journey
01
2
3 4
5
Prepare
Design
Build Deploy
RunExplore
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“Avoid ‘no one told me, no budget syndrome’ by discussing and agreeing dedicated change management resources at project explore / sell phase.”
The design
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Design the Future – ADKAR Checklist
SPONSORSHIPHave you… Developed your primary sponsor’s understanding of roles and responsibilities? Enabled your primary sponsor to deliver key communications that are expected from senior leadership? Drawn up the sponsor assessment diagram (with leaders from all impacted groups) needed for your initiative? Enabled your sponsor to build this coalition with the required senior leaders?
COMMUNICATIONHave you… Identified all of the different audiences you need to communicate with throughout the organization? Identified who the ideal sender of communication messages will be? Identified the most effective channels of communication? Created mechanisms to enable two-way communication?
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National Innovation Strategy (UAE)
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Meet the 1st Minister of Artificial Intelligence!
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Designing the future …
Business Blueprint Realization, Final Preparation Go-Live & Supp
Business
Readiness
(people,
process,
organization)
Different New..
.
SAP
To-be processes
Detect changes and
gaps
1Analyze change impacts
2Define change actions
3Implement changes
4 SAP Solution
Processes
Organization
Change Impact Action
logs (Finance, HR,
Procurement etc.)
OCM Strategy Outputs
•Summary of impact
•Main impacts by functional area
•Main impacts by stakeholder
•Identified impacted roles
•Risk analysis
“We know
the
priorities”
“We know
the
changes”As-is processes
..
.
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“change management is not always soft and cuddly. Business readiness requires concrete business action!”
The ending
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Build, deploy and run – ADKAR checklist
TRAIN
COACH
MANAGE RESISTANCE
REINFORCE
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https://www.youtube.com/watch?v=MdO27pg3xMI
Art of the possible
https://www.youtube.com/watch?v=VOSx_DIERC0
IDC - SMEs in the Digital Economy with Dubai
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Successful companies do digital transformation to remodel their business …
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Reimagined
Business Models Simplicity to connect to people,
devices, business networks
Reimagined
Business DecisionsSimplicity to get any insight on
any data from anywhere
Reimagined
Business ProcessesSimplicity to focus on the essential tasks
and change business processes
No more batch – all processes in real time No more complex collaboration –
all business connected
No more manual consolidation – all decisions
on the fly and at the highest level of granularity
S/4
HANA
Reimagine your business by SAP S/4HANA and digital innovations Unique value for business
© 2018 SAP SE or an SAP affiliate company. All rightsreserved. ǀ INTERNAL
MachineLearning
Real-time Analytics
Natural Language
IoTMicroservices
Networks
APIs
Intelligently connecting People, Things and Businesses
Collaboration
Integration Mobile Big Data
Business Process Innovation
Connected Data
SAP Leonardo… new business models
© 2018 SAP SE or an SAP affiliate company. All rightsreserved. ǀ INTERNAL
SAP Leonardo… create business value
Those organizations who generate 50% or more of their revenues
from digital ecosystems achieve 32% higher revenue growth and
27% higher profit margins.Source: MIT Sloan Management Review, Thriving in an Increasingly Digital Ecosystem
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Digital transformation must deliver business value
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Organizational Change Management
is the bridge from “old” to “new”!
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“As the bridge from old to new, change management is best placed to drive value realization.”
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Let’s change together …
DIY change management leads to change request
OCM resources should be boldly discussed and agreed at the outset during explore (sell) phase
Change management is more than communication … and requires concrete business action
Let’s position change management to plan and drive value realization
Mehryar EntezariQuality Manager - Customer Office
Office of the President SAP EMEA SOUTH
SAP Middle East & North Africa LLC
M:+971 (0)50 644 8782
Let’s Change TogetherA pragmatic approach to digital transformation
32PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
Build and deploy – ADKAR checklist
TRAININGHave you… Identified current skill levels? Identified skill gaps? Created engaging training programs aligned with adult learning theory? Effectively scheduled training when people need it?
COACHINGHave you… Created the expectation that managers and supervisors will be coaches of their direct reports during change? Prepared coaches to communicate the “what’s in it for me” messages to their direct reports? Provided the knowledge, training and tools to help supervisors be effective coaches? Taught your change coaches how to identify and respond to resistance?
RESISTANCE MANAGEMENTHave you… Proactively identified what resistance might look like? Proactively identified where resistance is likely to come from? Developed measures to prevent or mitigate resistance before it happens? Developed an approach to deal with resistance when it occurs?
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Deploy – ADKAR checklist
REINFORCEMENTHave you… Created a system to track the adoption and usage of the new solution? Established a way to gather feedback from those who are being impacted by the change? Implemented mechanisms for diagnosing gaps and resistance? Prepared methods for celebrating successes (even small ones) during implementation?
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