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New Deployment User Adoption Best Practices

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Making the resource investment to assess, plan and implement your solution requirements is critical to any implementation. But what happens if you neglect to invest the same level of effort in the users of the new solution?

In this session you will hear from a customer who will provide their Ariba user adoption successes, best practices as well as lessons learned. You will also hear from an Ariba Change Management consultant about Ariba’s Change Management methodology, success factors and services. This interactive session is sure to provide strategies to improve your organization’s user adoption

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New Deployment User Adoption Best Practices

  1. 1. #AribaLIVE User Adoption for Deployed Customers Amina Anderson, Director of P2P Operations, McGraw-Hill Education @aminaanderson © 2014 Ariba – an SAP company. All rights reserved. @ariba Steve Sinnott, Purchasing Operations Manager Caesars Entertainment Company
  2. 2. Agenda • Welcome • Ariba Change Management Overview • Customer Stories  McGraw-Hill Education  Caesars Entertainment • Best Practice Recommendations • Closing Remarks and Takeaways © 2014 Ariba – an SAP company. All rights reserved.2
  3. 3. Ariba Change Management © 2014 Ariba – an SAP company. All rights reserved.3 • Within a system implementation:  Executing activities related to human performance impacts  Managing the “people aspects” of new technology and processes  Providing stakeholders with the knowledge to be successful  Ensuring users have what they need to embrace a new way of doing their job  Mitigating risk associated with the project Identify Objectives Identify Audiences Plan Change Develop Materials Execute Plan Support, Analyze & Evolve
  4. 4. Our Services: Change Management Planning © 2014 Ariba – an SAP company. All rights reserved.4 • One plan to address the client’s strategic imperatives as they relate to: ♦ spend management ♦ the impacted audience ♦ the key messages to be delivered to these audience members, training details, and how to best motivate users • To support a successful Ariba implementation, the plan: ♦ provides support to the project objectives ♦ minimizes the impact of change ♦ reduces the risk of low adoption
  5. 5. Our Services: Change Management Planning © 2014 Ariba – an SAP company. All rights reserved.5 A Comprehensive CM Plan would include: Audience Analysis ♦ Audience groupings and overall adoption plan Internal Communication Plan ♦ Internal communication strategies (method and medium) ♦ Communication message templates and key messages ♦ Communication schedule Training Plan ♦ Prescribed training material and the training development breakdown, with a description of all planned materials ♦ Training strategy (method and medium), agendas and logistics ♦ Training objectives for all proposed content Support Plan ♦ Support strategy and support personnel Motivation Plan ♦ Describe incentives for adoption Internal Adoption Performance Scorecard ♦ Adoption objectives and metrics
  6. 6. Our Services: Custom Training Development & Delivery © 2014 Ariba – an SAP company. All rights reserved.6 Train the Trainer (TTT) Materials: ♦ Trainer Checklist ♦ Class Agenda ♦ Class Attendance Sheet ♦ MS PowerPoint Slides with Trainer Notes ♦ Lab Activity Guides ♦ Class Survey Instructor-Led Training (ILT) Materials: ♦ Class Agenda ♦ MS PowerPoint Slides ♦ Lab Activity Guides ♦ Class Survey Quick Reference Guides (QRG): ♦ Step-by-Step Guides for End User Support Slides and Web Training Scripts: ♦ MS PowerPoint Slides and MS Word Scripts Recorded Demonstrations: ♦ On-Demand Recordings of System Functionality
  7. 7. Agenda • Welcome • Ariba Change Management Overview • Customer Stories  McGraw-Hill Education  Caesars Entertainment • Best Practice Recommendations • Closing Remarks and Takeaways © 2014 Ariba – an SAP company. All rights reserved.7
  8. 8. Welcome Amina Anderson Director of P2P Operations McGraw-Hill Education Amina Anderson is the Director of Procure-to-Pay (P2P) Operations at McGraw-Hill Education working within the Global Sourcing & Procurement (GSP) organization. Amina’s organization is responsible for P2P End User Support & Training, Supplier Enablement, and enabling additional Spend Categories. On an annual basis approximately $600Mil in PO spend and $200Mil in non-PO spend is processed through the P2P tool. Amina joined McGraw-Hill Education in March of 2009. Prior to joining McGraw-Hill Education, she worked in the pharmaceutical industry for over 10 years. Amina graduated from Lehigh University with a degree in Industrial Engineering. © 2014 Ariba – an SAP company. All rights reserved.8
  9. 9. McGraw-Hill Education McGraw-Hill Education partners around the world with students, educators, administrators and other professionals to deliver engaging, adaptive and personalized solutions that improve performance and results. We combine proven, research-based content with the best emerging digital technologies to guide assessment, teaching and learning to achieve the best possible outcome for students, instructors and institutions. McGraw-Hill Education employs more than 6,000 people in 44 countries and publishes in more than 60 languages. © 2014 Ariba – an SAP company. All rights reserved.9
  10. 10. Implementation Background • Went live with Ariba in 2009 with three categories of spend totaling $300Mil • Since then enabled all non-direct spend in Ariba via POs or non-PO invoices (with few exceptions) • Over 1k requisitioners • Over 40k suppliers, 5k PO suppliers © 2014 Ariba – an SAP company. All rights reserved.10
  11. 11. User Adoption Challenges • Huge Process Change – historically was an invoice-only environment • Users did not understand:  What they needed to do  When they needed to do it  Why they needed to do it • Natural resistance to change © 2014 Ariba – an SAP company. All rights reserved.11
  12. 12. User Adoption Challenges • Categories with infrequent users  Mobile devices/plans  Temporary Resources – most complex category • New employees • Enhancement releases • Suppliers © 2014 Ariba – an SAP company. All rights reserved.12
  13. 13. How did we drive adoption? • Policy/Compliance  PO Policy – put in place three years after initial implementation  Compliance Reports to business unit CFOs • End-User Support Model  Super users in the business units  Supplier support available  Social Media user community (online training, reference guides, user forum)  Monthly training sessions (refresher, new employees)  User help desk © 2014 Ariba – an SAP company. All rights reserved.13
  14. 14. Ongoing Adoption Challenges • 2012: Company implemented new ERP system  Replaced Lawson with Oracle  Implemented a new Ariba realm – involve major PO conversion effort, user/supplier communications, etc. • 2013: MHE sold to private equity company  Logical accounting separation – updating of all open MHE POs • 2014: All systems physically separated between MHF and MHE  MHF getting new Ariba realm © 2014 Ariba – an SAP company. All rights reserved.14
  15. 15. Welcome Steve Sinnott, Purchasing Operations Manager Caesars Entertainment Company Stephen Sinnott joined Caesars Entertainment in 2012 as Process & Compliance Coordinator where he has worked to develop end-to-end Procurement policies, processes, and procedures. While at Caesars, Stephen served as Project Manager for the implementation of Ariba P2P for multiple categories, including FF&E, Facilities, and most recently, Design & Construction. In addition he designed and implemented Caesars Instance of the Ariba SIM Module which is used to manage the Caesars Vendor Setup & Supplier On-boarding Process. He frequently consults on various Planning, Sourcing, Contracting, Purchasing, Accounts Payable, and Project Management processes. Stephen also worked to design, implement, and maintain the Caesars Sourcing Pipeline Tool which calculates Strategic Sourcing’s EBITDA & CASH impact for Caesars Entertainment. © 2014 Ariba – an SAP company. All rights reserved.15
  16. 16. • 52 Business Units across the United States  39 Properties  3 Tribal Properties  13 Corporate Business Units • Approximately $2B Addressable Annual Spend  $.8B Managed through existing purchasing system  $1.2B Spend outside of any purchasing system • Spend Breakdown  4 Portfolios  20+ Categories Caesars Entertainment Company Overview 16 © 2014 Ariba – an SAP company. All rights reserved.
  17. 17. • Lay a Strong Foundation  Know the Goal  Define Your “Pillars”  Align Resources • Build the Core  Drive Efficiency through Technology  Solidify Operating Procedures  Measure Operational Health • Set Your Capstone  Drive Compliance  Capture Value Creation/Savings Building a Cathedral 17 © 2014 Ariba – an SAP company. All rights reserved.
  18. 18. • A Clearly Defined Goal and Approach • Credibility • Prescriptive, Clear, Comprehensible Communication • Creative Influence Tactics • Lateral Alignment • Leadership Support The Change Agent’s Tool Box 18 © 2014 Ariba – an SAP company. All rights reserved.
  19. 19. - - - Predefine Key Principles to Build on - - - Define Key Procedural Principles Define Roles & Responsibilities Define Measures of Success - - - Partner With Stakeholders To Implement - - -Align With Management Identify & Invest In Power Users Communicate, Train, Support, Then Communicate More Lay a Strong Foundation 19 © 2014 Ariba – an SAP company. All rights reserved.
  20. 20. . . • Use Technology to enhance the User Experience  Reduce “Touches” – Automate whenever possible to minimize FTE requirement  Drive Efficient Behaviors • Clearly define SOP for manual steps  Clearly define processes when automation is not possible  Document processes and make them easy to find  Encourage best practice sharing amongst user base • Measure Operational Health  Identify trend to predict challenges  Assess metrics to uncover desirable behaviors and opportunities for improvement --Communication Is Key-- Build Your Core 20 © 2014 Ariba – an SAP company. All rights reserved.
  21. 21. Institute Financial Controls Upfront Approval Auditable Workflow Compliance Compliance to Category Strategy Contract Compliance Capture Transactional Savings Clear EBITDA & CASH Impact Demonstrate value through financial impact Set Your Capstone 21 © 2014 Ariba – an SAP company. All rights reserved.
  22. 22. Best Practice Suggestions © 2014 Ariba – an SAP company. All rights reserved.22 • Identify your stakeholders early ♦ Who they are ♦ How they are affected by the change ♦ What do they need to know? • Support change with policy, and communicate the new policy as clearly as possible • Leverage multiple communication channels to facilitate user awareness and understanding of the change • Ensure effective training to ensure new user skill and knowledge
  23. 23. Best Practice Suggestions © 2014 Ariba – an SAP company. All rights reserved.23 • Create a support plan that addresses post Go-Live scenarios  New employees  Questions on policy vs. questions on system  Post-training refresher  Power users • Revisit metrics identified during pre-Go Live planning to assess and adjust adoption strategy as needed
  24. 24. Closing Remarks • High-end user adoption and success can be achieved with proper planning and flexibility • Partner with the Ariba Change Management team for adoption strategy planning and support © 2014 Ariba – an SAP company. All rights reserved.24
  25. 25. Please Complete Session Survey Locate Session 25 Click Surveys Button Select Breakout Survey Rate Session Thank you for joining us © 2014 Ariba – an SAP company. All rights reserved.

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