Change management in EDRM implementations


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  • I’m going to look at the fundamentals for developing a change management strategy, based around you knowing the organisation, the organisation knowing you and knowledge of the system Then we’ll look at implementing the strategy and the keys injects into the system implementation Lastly, some take-aways around lessons learned and the key things that I think you need to be on top of.
  • Your EDRM implementation should not be about the technology it should be about improving business and information management culture. #1 point to remember – and by the way, the reason IT should never run these projects
  • You can have the greatest change management strategy and techniques in the world but if the system is not easy to use and does not meet the users needs it will never be taken up.
  • Fundamentals of good change management really happen in a bubble – they aren’t necessarily informed by the organisation, after all records and document management is not that different wherever you go These are: Executive support What’s in it for me Good training and support Good communications BUT Your success will hinge on your understanding of the: Hurdles Obstacles Obstructions Advocates Quick wins
  • Hurdles High degree of cynicism – two false starts Size, complexity and physical separation Overall poor recordkeeping culture, poor change history (corporate driven) abandoned records Positives Excellent Executive buy-in General desire for a better way to manage information Not having to start system development from scratch Some excellent regional records and admin staff – strong culture of belonging
  • Hurdles Large amount of concurrent change Not enough information staff – one person show Security culture (need to know) didn’t foster sharing culture, poor recordkeeping Positives Carte blanche control of shared drive by Executive My knowledge of the business and the staff Being given developed system (also a challenge) Considerably smaller and initially all in one location
  • This will drive whether people listen to you and believe that they need to do what you need them to do in the timeframe you require. Cultivate trust - Be open and honest, Be available and flexible, Smile through the outbursts Dispel myths and misinformation Avoid assumptions – ask the question because you will often be surprised by the response. The advertised way of things is not necessarily how it works in reality. Manage expectations As part of managing expectations you need them to understand the WHOLE journey, the end state, the big picture and then place what you are doing into the context of that change Listen to people’s concerns and address them! Most importantly they need to feel that you value their input and that you won’t throw away their knowledge and experience for the sake of change. This is the single most important thing you can do to bring the minds of the staff along with you. When you are doing this write the stories down – and provide tangible examples back to show you listened and cared about their problems, it shows that you made sure the solution solved their problem.
  • The biggest issue that I have encountered is that the paradigm shift is so large that people cannot conceptualise it. Whilst ever the system is an abstract concept you will never get true buy in – the element of the unknown is just too fearsome. They need to know the product as well so they can understand the project, the change and get excited about how it can help them
  • Training will include: Basic records management Labelling and protecting confidential information Using the folder structure Basic Objective functionality only Business unit/process specific guidance 10 minute training sessions – huge success to resolve lack of business process training in initial rollout
  • The communication plan includes: Ensuring buy-in and support from Corporate Communications Engaging a change professional Using all of the communication channels available Only communicating at key times during initial stages Commencing targeted communication for affected staff 3 months out Current organisation has issue with false starts so we’ve been very light on with Comms, which has caused a few issues, but we felt that for the future reputation we’d lie low until it was a done deal – would recommend more Comms for organisations that don’t have these problems
  • Commencement message through various channels Consult with staff for change strategy and functionality Develop change strategy, business classification scheme and requirements Commence communication messages – start preparing the business Demonstrate product functionality to selected staff Release Recordkeeping Circular on shared drive structure – end of May Organise forums for records staff and plans staff TARGETED approach
  • Loss of the Executive support when there were staff changes caused big issues Training took on a system-only focus, had to get business processes back in Timeline driven by budget allocation Not enough prior skill and knowledge of functionality to make the decisions and develop the policy
  • When you broke it down, everybody’s arguments about why they couldn’t use the system fell into five broad categories: Culture of ownership Security of documents Technophobes Not-my-jobbers But we’ve always done it this way YOU NEED TO ACKNOWLEDGE THEIR MINDSET
  • The TOP 10 things I’m ensuring are part of our change culture in the current organisation Usability is a major factor, and ensuring you’ve met their needs, as well as the broader organisation’s Organise a show-and-tell as soon as possible Keep training focused and relevant – it’s not about the application - Consistency – of message and training Let them know the future state, the grand vision if you like – take them on the journey with you and make sure they know how the changes they are making today will contribute to a large scale change in the future (it’s not as simple as Field of Dreams would have us believe) Phase the implementation – split records and structural changes from technology where possible Don’t go live until policy and guidance is ready Find a hook into each business unit/specialisation Do not let IT run the project – it’s a business not technology change Be FLEXIBLE – give in on the little things and they believe you are working with them. I’ve found this stops them arguing when you tell them there is no way to be flexible on the big things.
  • And the number one rule… Listen to people’s concerns and address them!
  • Change management in EDRM implementations

    1. 1. Change management for EDRM Implementations Meeting the challenge “ technology changes, people don’t” - deb schultz
    2. 2. Presentation Outline <ul><li>Preparing for change </li></ul><ul><li>Implementing a strategy </li></ul><ul><li>Overcoming resistance </li></ul>
    3. 3. <ul><li>&quot;The tools we use are not as important as the behaviors they create.&quot; </li></ul><ul><li>Mike Arauz ( ) </li></ul>
    4. 4. Not part of the change strategy but… <ul><li>System usability </li></ul><ul><li>Ensuring it meets user requirements </li></ul>
    5. 5. Understanding your organisation <ul><li>Fundamentals of change </li></ul><ul><li>vs </li></ul><ul><li>Specific challenges </li></ul>
    6. 6. Current organisation
    7. 7. Previous organisation
    8. 8. Reputation – you and the project <ul><li>Trust </li></ul><ul><li>Dispel myths </li></ul><ul><li>Assumptions </li></ul><ul><li>Manage expectations </li></ul><ul><li>Contextualise </li></ul><ul><li>Listen and respond! </li></ul><ul><li>Empathise </li></ul>
    9. 9. Understanding the concept <ul><li>They don’t know what they don’t know </li></ul>+ =
    10. 10. The general plan <ul><li>Approval/endorsement </li></ul><ul><li>Preparation – artefacts and staff </li></ul><ul><li>Consult </li></ul><ul><li>Design </li></ul><ul><li>Consult </li></ul><ul><li>Migrate </li></ul><ul><li>Implement – system, policies and support </li></ul><ul><li>Support (closely) </li></ul><ul><li>Future training, support and development </li></ul>Communicate with staff Engage staff Train and support
    11. 11. Training strategy <ul><li>Training will be 70% process 30% system </li></ul><ul><li>It’s about the cultural change not the system </li></ul>
    12. 12. Communication strategy <ul><li>Cynicism and false starts </li></ul><ul><li>Delays in commencing communications </li></ul><ul><li>Avoid becoming background noise </li></ul>
    13. 13. The current organisation approach… so far <ul><li>Consult, engage, involve… </li></ul>
    14. 14. Lessons learned from previous organisation <ul><li>Changes in Executive </li></ul><ul><li>Training </li></ul><ul><li>Timeline </li></ul><ul><li>Skills and knowledge </li></ul>
    15. 15. Overcoming resistance <ul><li>Five main categories: </li></ul><ul><li>ownership </li></ul><ul><li>security </li></ul><ul><li>technophobes </li></ul><ul><li>not-my-jobbers </li></ul><ul><li>but we’ve always done it this way </li></ul><ul><li>LISTEN and RESPOND </li></ul>
    16. 16. Overall tips on successful change <ul><li>10. Ease of use and meet their needs </li></ul><ul><li>9. Show-and-tell </li></ul><ul><li>8. Focused, relevant, consistent </li></ul><ul><li>7. Take them on the journey </li></ul><ul><li>6. Phase the implementation </li></ul><ul><li>5. Rules and guidance </li></ul><ul><li>4. Find a hook </li></ul><ul><li>3. IT cannot be the lead </li></ul><ul><li>2. Be flexible </li></ul>
    17. 17. # 1 Rule <ul><li>Listen to people’s concerns and address them! </li></ul>
    18. 18. Kylie Dunn - [email_address] A long habit of not thinking a thing wrong gives it the superficial appearance of being right, and raises at first a formidable outcry in defense of custom. But the tumult soon subsides. Time makes more converts than reason . --Thomas Paine
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