Create Your End User Adoption Strategy
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Create Your End User Adoption Strategy

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This workshop was presented at SPTechCon (http://www.sptechcon.com/) on April 22, 2014. Companion materials can be found at: http://1drv.ms/1lCpst6

This workshop was presented at SPTechCon (http://www.sptechcon.com/) on April 22, 2014. Companion materials can be found at: http://1drv.ms/1lCpst6

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  • What are we really trying to do in an OCM effort?
  • The range depends on the magnitude of the change (see later section).
  • What is on your project plan?
  • What are we really trying to do in an OCM effort?
  • These four conditions are what you will want to drive toward in our tasks and templates section later: the content that goes into these materials.You will probably find as we go through these exercises that everything makes intuitive sense. This is correct, but what will really make this succeed is applying it to the particulars of your project. However, rational managers who attempt to put the four conditions in place by applying “common sense” typically misdirect time and energy, create messages that miss the mark, and experience frustrating unintended consequences from their efforts to influence change. Why? Because when they implement the prescription, they disregard certain, sometimes irrational—but predictable—elements of human nature.
  • Common examples: The good to great story (if we just did this we could be the best) or the turnaround story (We are poor at doing this but could turn it around). While both of these stories are rational, they are not motivating.
  • Change leaders need to be able to tell a change story that covers all five things that motivate employees. In doing so, they can unleash tremendous amounts of energy that would otherwise remain latent in the organization.
  • Much of the energy invested in communicating it would be better spent listening, not telling.In a famous behavioral experiment, half the participants are randomly assigned a lottery ticket number while the others are asked to write down any number they would like on a blank ticket. Just before drawing the winning number, the researchers offer to buy back the tickets from their holders. The result: no matter what geography or demographic environment the experiment has taken place in, researchers have always found that they have to pay at least five times more to those who came up with their own number.The “deficit based” approach—which identifies the problem, analyzes what’s wrong and how to fix it, plans, and then takes action—has become the model predominantly taught in business schools and is presumably the default change model in most organizations. Research has shown, however, that a story focused on what’s wrong invokes blame and creates fatigue and resistance, doing little to engage people’s passion and experience.Conventional approaches to change management underestimate this impact. The rational thinker sees it as a waste of time to let others discover for themselves what he or she already knows—why not just tell them and be done with it? Unfortunately this approach steals from others the energy needed to drive change that comes through a sense of ownership of the answer.
  • Employees must see the CEO and colleagues they admire behaving in the new way. Conventional change management suggests leaders should take actions that role model the desired change and mobilize a group of influence leaders to drive change deep into the organization.Leaders believe mistakenly that they already “are the change.” They generally prescribe to Gandhi’s quote: Be the change you want to be in the world. So, they act in accordance to the change and nothing happens. People go on doing what they have always done. Most executives don’t count themselves among the ones who need to change. How many executives when asked privately will say no to the question, “Are you customer focused?” and yes to the question “Are you a bureaucrat?” Of course, none. The fact is that human beings consistently think they are better than they are—a phenomenon referred to in psychology as a self-serving bias. Consider that 94 percent of men rank themselves in the top half according to male athletic ability. Whereas conventional change-management approaches surmise that top team role modeling is a matter of will or skill, the truth is that the real bottleneck to role modeling is knowing what to change at a personal level. Insight into what to change can be created by concrete 360-degree feedback techniques, either via surveys, conversations, or both.
  • Employees must see the CEO and colleagues they admire behaving in the new way. Conventional change management suggests leaders should take actions that role model the desired change and mobilize a group of influence leaders to drive change deep into the organization.Leaders believe mistakenly that they already “are the change.” They generally prescribe to Gandhi’s quote: Be the change you want to be in the world. So, they act in accordance to the change and nothing happens. People go on doing what they have always done. Most executives don’t count themselves among the ones who need to change. How many executives when asked privately will say no to the question, “Are you customer focused?” and yes to the question “Are you a bureaucrat?” Of course, none. The fact is that human beings consistently think they are better than they are—a phenomenon referred to in psychology as a self-serving bias. Consider that 94 percent of men rank themselves in the top half according to male athletic ability. Whereas conventional change-management approaches surmise that top team role modeling is a matter of will or skill, the truth is that the real bottleneck to role modeling is knowing what to change at a personal level. Insight into what to change can be created by concrete 360-degree feedback techniques, either via surveys, conversations, or both.Almost all change-management literature places importance on identifying and mobilizing those in the organization who either by role or personality (or both) have disproportionate influence over how others think and behave. While this is of course an important aspect of a program it must be perceived as a helpful element of a broader set of interventions rather than the only tactic.Studies suggest that success depends less on how persuasive a few selected leaders are and more on how receptive the “society” is to the idea. In practice it is often unexpected members of the rank and file who feel compelled to step up and make a difference in driving change. That’s why we warn against overinvesting in influence leaders and advocate that change leaders’ attention should be balanced across the right application of all four conditions for change, to ensure they reinforce each other in ways that maximize the probability of the change spark taking off like wildfire across the organization.
  • Systems, processes, and incentives must be in line with the new behavior. Conventional change management emphasizes the importance of reinforcing and embedding desired changes in structures, processes, systems, target setting, and incentives. This is true; however, to be effective these mechanisms must take into account that people don’t always behave rationally.Employees will go against their own self-interest if the situation violates other notions they have about fairness and justice. In making any changes to company structures, processes, systems, and incentives, change managers should pay what might strike them as an unreasonable amount of attention to employees’ sense of the fairness of the change process and its intended outcome. Particular care should be taken where changes affect how employees interact with one another (such as head count reductions and talent-management processes) and with customers (sales stimulation programs, call center redesigns, and pricing).Example: Bank story
  • Companies that try to link the objectives of change programs to the compensation of staff find that it rarely enhances their motivation for change to the extent desired. The reason for this is as practical as it is psychological in nature. The reality is that in the vast majority of companies, it is exceedingly difficult to incorporate a meaningful link to the change program within compensation systems that are based on a vast array of metrics.Many studies have found that for human beings satisfaction = perception - expectation (an equation often accompanied by the commentary, “reality has nothing to do with it”). Small, unexpected rewards can have disproportionate effects on employees’ satisfaction with a change program.

Create Your End User Adoption Strategy Presentation Transcript

  • 1. Create Your End User Adoption Strategy Erica Toelle | Seattle, USA @EricaToelle April 22, 2014
  • 2. # Topic Time 1 Introductions 1:15 – 1:45 PM 2 Introduction to Organizational Change Management (OCM) 1:45 – 2:15 PM 3 Assessment: Your OCM Plan 2:15 – 3:00 PM 4 OCM Execution: Templates and Tasks Break 3:15 – 3:30 PM 3:00 – 4:15 PM 5 The four conditions required for behavior change 4:15 – 5:00 PM
  • 3. End User Adoption or Organizational Change Management?
  • 4. Benefits of OCM
  • 5. Benefits of OCM
  • 6. What is Organizational Change Management (OCM)? Credit: Fred Asher
  • 7. BusinessPerformance Time Uninformed Optimism/ Uncertainty Denial Anger Despair/ Skepticism Pessimism Testing Acceptance Informed Optimism Initiative Complete The Performance Dip Organizational Change Impact to your business Individual Change Valley of Despair How people feel Endings Transitions New Beginnings Phases of Transition Important! This is from the user perspective The Change Curve
  • 8. Change Effort Time Levelof ChangeEffort Adoption/Ownership occurs over time & with increasing effort Awareness Awareness: Sponsors, Stakeholders, and End Users are aware of the project objectives, activities, and timeline. Shared Understanding Shared Understanding: Sponsors, Stakeholders, and End Users understand the project and how the change it will impact them. Shared Commitment Shared Commitment: Sponsors, Stakeholders, and End Users agree with the objectives of the project and express their support for the change. Adoption/Ownership Adoption/Ownership: Sponsors, Stakeholders, and End Users demonstrate their commitment to the change initiative. They feel responsible and accountable for the project’s success.
  • 9. # Topic Time 1 Introductions 1:15 – 1:45 PM 2 Introduction to Organizational Change Management (OCM) 1:45 – 2:15 PM 3 Assessment: Your OCM Plan 2:15 – 3:00 PM 4 OCM Execution: Templates and Tasks Break 3:15 – 3:30 PM 3:00 – 4:15 PM 5 The four conditions required for behavior change 4:15 – 5:00 PM
  • 10. Summary
  • 11. Define: Size of Change Assessment
  • 12. Define: Size of Change Assessment Small 1 Medium 2 Large 3 1 The number of stakeholder group affected 1-5 5-15 15+ 2 Impact to stakeholders on core competencies Low Medium High 3 Number of individuals affected by the change 1-25 25-150 150+ 4 Centralized or decentralized locations One 2-4 4+ 5 Number of International Users One Country 2 Countries 3+ Countries 6 Required simultaneous changes to strategy, process, technology and skills 1 2-3 All 4 7 Degree of cross functional collaboration and involvement 1-2 BUs 2-4 BUs 5+ BUs 8 The degree to which departments are siloed Not siloed Some silos Many silos 9 Users have been involved in system design All Some None
  • 13. Define: Size of Change Assessment Small 1 Medium 2 Large 3 10 Timeframe for implementation Extended Aggressive Compact 11 What is the business significance of the change? Non critical impact Important LOB impact Bottom line / mission critical 12 Involvement / presentence of multiple consultants, vendors and / or third parties Just You 1 other 2+ others 13 Degree of executive / leadership consensus regarding future vision Much Some Little or None
  • 14. Magnitude of Change: Scoring Add up your total: 13 – 22 Points: Small Change 23 – 30 Points: Medium Change 31 – 39 Points: Large Change
  • 15. Define: Organizational Culture Assessment
  • 16. Define: Organizational Culture Risk Assessment Low Risk 1 Medium Risk 2 High Risk 3 1 The number of existing change initiatives for end users None 1-2 3+ 2 Degree of cultural transformation required Low Medium Extensive 3 Organization’s history of change Positive Neutral Negative 4 Quality and timely decision making within the organization Extensive Medium Low 5 Employees feel their voice is heard in their organization Definitely Sometime s Definitely Not 6 Degree of commitment from key stakeholder groups Much Some Little 7 There is a technology deterministic / isolation view in the organization Little Some Much
  • 17. Define: Organizational Culture Assessment Low Risk 1 Medium Risk 2 High Risk 3 8 Understand of need for and implications of change by end users Extensive Some Little 9 Effective methods of communication (formal and informal) are utilized in the organization Definitely Sometimes Definitely Not 10 Managers of the groups that will be affected are committed to the change Much Some Little 11 Measurable goals for the change have been developed Major Some Minor 12 A compelling need for change has been communicated by upper and middle management to end users Extensive Some None 13 Employees in the organization perceive that leader “walk the talk Much Agreement Some Agreement No Agreement 14 The change is viewed as an ongoing process, and not an event within a specific time period Yes Some Groups Not at all 15 The organization has an fatalistic culture, based on fear No Somewhat Yes
  • 18. Organizational Culture: Scoring Add up your total: 15 – 24 Points: Low Risk 25 – 34 Points: Medium Risk 35 – 45 Points: High Risk
  • 19. Approximate OCM Budget Need
  • 20. # Topic Time 1 Introductions 1:15 – 1:45 PM 2 Introduction to Organizational Change Management (OCM) 1:45 – 2:15 PM 3 Assessment: Your OCM Plan 2:15 – 3:00 PM 4 OCM Execution: Templates and Tasks Break 3:15 – 3:30 PM 3:00 – 4:15 PM 5 The four conditions required for behavior change 4:15 – 5:00 PM
  • 21. Stakeholder Understanding Communication Training Gain understanding and agreement from leadership and those affected that the change is in their best interest. Have them follow through on calls to action. Support with the Right Roles Define how job descriptions change once the project is implemented. This includes how the solution will be maintained and what training is needed for whom. Use existing communication channels to get the right message to the right people at the right time. Plan training on specific solutions and processes. Use a variety of methods and timing.
  • 22. Define Design Build Launch Operate Organizational Culture Assessment Change Magnitude Assessment Leadership & Stakeholder Assessment Communication Plan Training Plan Stakeholder Meetings Manage Resistance to Change Operations Plan Ongoing Training Create Training Execute Training Execute Communication Plan Change Champion Strategy Change Champion Execution Change Inventory and Role Mapping Support with the Right Roles Stakeholder Understanding Communication Training Technical Project Activities Project Management
  • 23. Define: Change Inventory
  • 24. Define: Change Inventory Change Name Description Impacted Groups Impacted Roles Business Benefit Risk Priority Expense Submission workflow re- engineering Employees will be asked to submit their expenses using a SharePoint workflow rather than emailing spreadsheets to finance. All Departments All employees Large Medium 1 Approval workflow for expense Approve expenses using a SharePoint workflow Finance; All Department Managers; Finance Employees Large Low 2 A “change” is anything that impacts people, process or technology.
  • 25. Design: Stakeholder List
  • 26. Design: Stakeholder Inventory Individuals or Groups Impact Current Commitment Level Future Commitment Level Project Risk Stakeholder Group Name Senior Executive High Aware Buy-in High Sales Managers Medium Unaware Aware Low Finance Workflow users High Unaware Owner Medium Legend: Impact on Project – High, Medium, Low Current Commitment Level – Unaware, Aware, Shared Understanding, Shared Commitment, Ownership Future Commitment Level – Unaware, Aware, Shared Understanding, Shared Commitment, Ownership Project Risk – High, Medium, Low
  • 27. Change Effort Time Levelof ChangeEffort Adoption/Ownership occurs over time & with increasing effort Awareness Awareness: Sponsors, Stakeholders, and End Users are aware of the project objectives, activities, and timeline. Shared Understanding Shared Understanding: Sponsors, Stakeholders, and End Users understand the project and how the change it will impact them. Shared Commitment Shared Commitment: Sponsors, Stakeholders, and End Users agree with the objectives of the project and express their support for the change. Adoption/Ownership Adoption/Ownership: Sponsors, Stakeholders, and End Users demonstrate their commitment to the change initiative. They feel responsible and accountable for the project’s success.
  • 28. Design: Stakeholder List
  • 29. Design & Build: Stakeholder Meetings
  • 30. Design and Build: Stakeholder Meeting Objectives
  • 31. Stakeholder Meeting Outcomes Awareness Shared Understanding Buy-In Ownership Knowledge of project and objectives X Stakeholder Agrees with project objectives X An understanding of how the change will impact their group X Awareness of groups policies to which you must adhere X Knowledge of existing processes that will be impacted X Identification of other stakeholders you may have missed X Knowledge of competing initiatives and “busy times” X Knowledge of preferred communication channels X Identification of change champions X Awareness of existing materials that can be leveraged by the project X Stakeholder agrees to be a project spokesperson X
  • 32. Design: Communications Plan
  • 33. Audience Sub Audience Channel Frequency Purpose Content Developer Sender Finance Managers Status call and email recap Weekly Discuss key accomplishments, upcoming milestones, issues / risks, and action items. John Doe Jane Doe CFO Update Monthly Provide credibility to the project and create awareness and shared understanding through updates. John Doe Jane Doe Leadership Monthly Calls Monthly Continually evangelize work and highlight project “wins”. John Doe Jane Doe End Users Web Portal Weekly Updates Update on project efforts with links to supporting detail. John Doe Jane Doe Sales Account Managers Status call And email recap Weekly Discuss key accomplishments, upcoming milestones, issues / risks, and action items. John Doe Jane Doe Account segmentation and pipeline meeting Weekly Provide visibility into the business impact of the project. Ask questions as necessary. John Doe Jane Doe Account Team Weekly Account Wins Newsletter Will submit content on a bi-weekly basis The role-targeted newsletter will aggregate many messages currently sent through email and other newsletters John Doe Jane Doe Web Portal Weekly Updates Update on project efforts with links to supporting detail. John Doe Jane Doe Design: Communications Plan
  • 34. Design: Communication Channel List Weekly Newsletter Web Portal Email Recaps Audience Content should be directed to weekly newsletter if it is actionable, timely, and helps the field meet revenue goals or other commitments. This is the primary source for all non- actionable messages for the field. Product updates, contests, and other kinds of useful information. Target by role/community Content The content is organized by role groups and sent via email as an imbedded XML document. Based on user-profile, employee receives weekly newsletter that includes broad information as well as specific content segmented by role. weekly newsletter articles should be actionable, clearly stating what the reader should do and what benefit the action has for the reader. Articles may be up to 1,500 characters and must be submitted in the form of a plain text file (.txt). ThePortal offers broad information, as well as role-targeted information. You may submit content at any time, either as an update to a page that already exists or you may request a new page be created. After reviewing: the managing editor or community owners determine that the content you submitted should be displayed differently than you indicated on your original submission, you will be notified via email of those changes prior to the content being published. Org will only allow you to use this channel following approval by the Official Communication team. Use smart formatting: Subject: Action Required (AR), FYI, or End of Message (EOM) Executive Summary: Who, Action, & Time in 1st paragraph Save the detail for the body of the paragraph Deadline for submission Content must be submitted by end of day Wednesday to be included in the following Monday publication. N/A Request comms sent via email to the Official Communication alias (listed below) Location of submission Web-based form is at the following link: Click here to complete form Email content to: email@email.com Email content to: officialalias@email.com Cadence Weekly On as needed basis: generally expect a 24- 48 hour turnaround time to publication On as needed basis Review Process Review and editing process conducted by the communication team and the community owners. All portal content submissions will go through a review process conducted by the communication team and the community owners. This requires leadership approval -Measures will be taken to ensure any email messages are targeted to the appropriate audience for the message. Who Owns Communication team: Communication team: Communication team:
  • 35. Design: Communications Checklist
  • 36. Design: Training Plan
  • 37. Design: Types of Training On Demand Cost ($) Cost (Resource) Purchase videos X Record videos X X Written documentation X X Office.com X Instructor led - internal X Instructor led - External X Help Desk Call X Change Champion X
  • 38. Design: Change Champion Strategy
  • 39. Design: Change Champion Strategy
  • 40. # Topic Time 1 Introductions 1:15 – 1:45 PM 2 Introduction to Organizational Change Management (OCM) 1:45 – 2:15 PM 3 Assessment: Your OCM Plan 2:15 – 3:00 PM 4 OCM Execution: Templates and Tasks Break 3:15 – 3:30 PM 3:00 – 4:15 PM 5 The four conditions required for behavior change 4:15 – 5:00 PM
  • 41. Four conditions required for behavior change
  • 42. Fallacy What is Storytelling?
  • 43. Here is what does motivate people 1. Impact on society (for instance, building the community and stewarding resources) 2. Impact on the customer (for example, providing superior service) 3. Impact on the company and its shareholders 4. Impact on the working team (for example, creating a caring environment) 5. Impact on “me” personally (my development, paycheck, and bonus)
  • 44. Realities
  • 45. Activity: What is Your Story?
  • 46. Instructions
  • 47. Story Criteria • Impact on society • Impact on the customer • Impact on the company and its shareholders • Impact on the working team • Impact on “me” personally
  • 48. What is Role Modelling? Employees must see the CEO and colleagues they admire behaving in the new way. Fallacy “Influence leaders” aren’t the only solution for making change happen.
  • 49. Instructions Write down five people that could act as role models on your project • One Executive • 1-2 Managers • 1-2 Employees
  • 50. What is Change Reinforcement? Systems, processes, and incentives must be in line with the new behavior. Realities The process and the outcome have got to be fair.
  • 51. Reality Money is the most expensive way to motivate people. Satisfaction = Perception - Expectation
  • 52. Richard Harbridge: User Adoption Activities Listing Erica Toelle’s Website Susan Hanley’s Website Prosci: Change Management Research and Training
  • 53. McKinsey ROI Study Summary Why Intranet Governance is Overrated – It’s Really About Change Management OCM Overview – Fred Asher
  • 54. me@ericatoelle.com http://ericatoelle.com