Organisa)onal  Change  Management    

Genera)ng  Business  Readiness    And  People  Engagement  

Ul)mately,  most  of  the  problems  that  come  with  an  ERP  implementa)on  can  be  summed  up  in  one  word:      

             People      

Failure  to  prepare  and  manage  organisa)onal  change  is  risky  

For  your  SAP  project,  can  you  assess  the  costs  if:    people  misunderstand  the  new  processes,  do  not    use  adequately  the  applica)on,  discover  a  solu)on  that  is  not  fit  for  purpose  because  they  were  not  properly  involved  in  the  project,  the  deployment  is  delayed  due  to  a  lack  of  leadership  support,…  ?  

A  well  executed  OCM  plan  delivers  engagement  and  readiness  

Strong  leadership  support  and  sponsorship  as  being  essen)al  for  mobilizing  resources,  promo)ng  change  and  removing  obstacles    

Strong  business  ownership  of  the  program  with  key  stakeholders  

engaged  and  determined  to  make  it  work  well    

Business  readiness:    people  and  the  

organisa)on  100%  ready  to  work  on  SAP  with  new  processes,  roles  and  

behaviours  from  day  1.  

A  strong  awareness,  understanding  and  even  excitement  in  the  SAP  program  based  on  con)nuous  communica)ons  delivering  key  messages  as  well  as  facilita)ng  

feedback  and  dialog  

Skilled  SAP  users  based  on  each  one’s  role  and  profile,    relying  on  an  effec)ve  support  organisa)on      

Who  is  responsible  for  OCM?  Every  project  team  member  interac)ng  and  communica)ng  with  stakeholders,  has  an  influence  on  people  engagement  and  awareness  and  is  therefore  an  OCM  contributor.    More  specifically:  v  The  Program  Director  leads  change  v  The  Change  Manager  facilitates  

OCM  efforts  v  All  project  team  members  

contribute  in  one  way  or  another  

How  does  OCM  fit  in  SAP  ASAP?  

Start  communica)ng  business  case  

Engage  leaders  &  sponsors  

Take  the  pulse  

Communicate  widely  

Determine  organisa)onal  impacts  

Involve  user  representa)ves    

Develop  guiding  coali)on  

Define  and  deploy  business  readiness  plans  including  user  training  

Increase  communica)ons  

Post  go-­‐live  communica)ons  

Sustain  leadership  engagement  

Monitor  and  support  adop)on  

Project  Prepara)on  

OCM  phase  goal:  Lay  the  OCM  founda)ons  

OCM  phase  tasks:  •  Define  the  business  case  for  change  •  Analyse  the  communica)ons  channels  •  Define  the  communica)ons  strategy,  first  key  messages  and  

material  •  Define  the  OCM  governance  •  Survey/understand  stakeholders  expecta)ons,  hopes  and  

concerns  associated  with  the  project  

Business  Blueprint  OCM  phase  goal:  Define  the  OCM  Plan,  develop  awareness  and  engagement  

OCM  phase  tasks:  •  Perform  a  stakeholder  analysis  •  Create  the  guilding  coali)on  •  Determine    the  key  business  impact  of  the  solu)on  design  on  

processes,  roles,  skills  requirements,  organisa)onal  structure  •  Define  the  OCM  plan  and  its  components:  

•  Tac)cal  communica)ons  plan  •  Stakeholder  engagement  plan  •  Training  curriculum  requirements  for  highly  impacted  users  

•  Design  communica)on  material;  communicate,  get  feedback  with  a  view  to  raise  user  awareness    

•  Carry  out  engagement  mee)ngs  with  key  stakeholders  

Realiza)on  OCM  phase  goal:  develop  business  readiness,  increase  awareness  and  engagement  

OCM  phase  tasks:  •  Reinforce  and  extend  communica)ons,  key  messages  and  

feedback,  keep  the  dialog  going  with  stakeholders  •  Carry  out  a  second  and  more  detailed  change  impact  mee)ngs/

workshops  to  produce  a  detailed  understanding  of  to-­‐be  roles,  responsibili)es,  skills  and  organisa)onal  structure  

•  Create  the  business  readiness  plans  per  deployment  site/teams    •  Define  the  detailed  training  plan  including  vehicles,  )ming,  

logis)cs,  assessment  tools  •  Develop  the  training  material  

Final  Prepara)on  

OCM  phase  tasks:  •  Carry  out  training  and  rehearsals,  conduct  training  assessments,  

retrain  if/when  needed  •  Deploy  pre  go-­‐live  communica)ons  •  Mobilize  sponsors/leaders  to  raise  the  level  commitment  of  users  •  Finalize  and  carry  out  readiness  plans  per  areas,  leveraging  

business  readiness  teams  

OCM  phase  goal:  make  the  business  ready  for  transi)on  

Go-­‐Live  and  Support  OCM  phase  goal:  Monitor  and  support  user  adop)on  

OCM  phase  tasks:  •  Implement  user  adop)on  monitoring  system    •  Analyse  user  adop)on  and  carry  out  correc)ve  ac)ons  as  

requested  •  Carry  out  post-­‐go-­‐live  communica)ons  •  Communicate  and  celebrate  success  •  Sustain  training  vehicles  •  Monitor  and  sustain  user  support  effec)veness  •  Ensure  knowledge  transfer  from  project  to  business  teams  

Leverage  Digital  Tools  

User  Experience  Management  (UEM):  •  Applica)on  usage  measurement,  

analysis  •  Training  success  assessment  

Solu)on  enabling  effec)ve  and  intui)ve  online  applica)on  training:  «  Walk-­‐Thrus  are  a  series  of  interac)ve  )p-­‐balloons  overlaid  on  the  screen.  These  balloons  help  users  act,  react  and  progress  through  their  business  process.  Users  receiving  help  remain  on  site  elimina)ng  the  need  to  go  back  and  forth  between  video  tutorials  and  FAQ’s.  »      Online  applica)on  allowing  daily  

interac)on  with  change  users  &  stakeholders  to  sustain  their  readiness  and  engagement  

How  can  we  help?  

christophe@appe)teforchange.net    hep://www.appe)teforchange.net/en/contact-­‐us/