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Change that Works (for the Digital Workplace)


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Presenation "How to drive a DWP Change Initiative that really changes something" given at ValueIntranet's Belgian Intranet & Digital Workplace Group on 12.09.2019

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Change that Works (for the Digital Workplace)

  1. 1. 1 Belgian Intranet & Digital Workplace Group How to drive a DWP Change Initiative that really changes something BE – Brussels 12.09.2019 Stephan Schillerwein @IntranetMatters Offices: - CH – Klingnau (AG) - CH – S. Antonio (TI) Digital Transformation of Work
  2. 2. 2 THE BASICS
  3. 3. 3 How would you rate yourself in regard to Change Management for internal Digital Transformation «Newbie» «Pro» I have never heard of it I have a basic understanding, but never practiced it myself, so far I have attended a course / have undergone certification (e.g. Prosci) I have participated in at least one implement- ation I have lead several successful implement- ations
  4. 4. 4 Not your grandfather’s kind of change …1.1
  5. 5. 5 Sounds familiar? «Oh yes, we have lots of experience with Change Management! For instance, we’ve just reorganized our HR department and introduced an new software in accounting … The change for this DWP-thing will not be anything new or different for us!» Picture credits: source unknown
  6. 6. 6 To illustrate … Picture credits: hehaden ”Like a wheel within a wheel (Macro Mondays - Cogwheel)” (CC BY-NC 2.0 License) Typical change of the past Change for digital and agile Work
  7. 7. 7 The Change a DWP-Initiative is typically trying to accomplish Start Goal Picture credits: - Boston Public Library, - Team around Table: unknown
  8. 8. 8 At the heart of this Change is … Picture credits: feyip ”The archer” (CC BY-NC-ND 2.0) Culture
  9. 9. 9 Understanding Culture1.2
  10. 10. 10 Organizational Culture from a «New Work»- Perspective Group Individual Behaviour Organ- ization Group behaviour, driven by select individuals, holds the strongest leverage for Change of the «Ways of Working» «Culture is the by-product of consistent behavior.» 1 «Most […] change manage- ment systems fail because they do not deliver behavioural change in the individuals.» 2 1 = Jason Fried, David Heinemeier, Founders of 37signals in their book “Re-Work” 2 = Leandro Herrero, Author of “Viral Change” 3 = John Seely Brown & Estee Solomon Gray, Fast Company, 1995 «Organizations are webs of participation. Change the patterns of participation, and you change the organization.» 3
  11. 11. 11 Is there a «Business Case» for Culture Change?1.3
  12. 12. 12 Business case, perspective 1: Potentials Kotter and Heskett’s landmark study “Corporate Culture and Performance” documented that over an 11 year period, organizations with performance- enhancing cultures saw a 901% growth in their stock price vs. a 74% growth for organizations that do not have performance enhancing cultures. John P. Kotter and James l. Heskett, “Corporate Culture and performance,” free press, 1992 “Kotter and Heskett (1992) identified that the optimal culture for organizations pursuing long-term innovation and performance in a dynamic environment is an adaptive, learning culture – a culture that fosters and nurtures innovation...” Shu-Hsien Liao, et al., «Relationships among organizational culture, knowledge acquisition, organizational learning, and organizational innovation in Taiwan's banking and insurance industries», 2012
  13. 13. 13 Business case, perspective 2: Problems
  14. 14. 14 Business case, perspective 3: Common Sense
  16. 16. 16 The #1 Killer argument against Culture Change People are resistant to change
  17. 17. 17 This argument is as persistent, as it is complete «B.S.» Houses? Growing up? Change of seasons? Motor cars? Smartphones? Email? Picture credits: see note field
  18. 18. 18 What People are really resistant to, is Change … • they don’t understand • they feel will bring them no benefits (but only disadvantages) • they see no clear purpose in • they feel will not succeed anyway • they don’t trust the ones, who demand the change
  19. 19. 19 The end of the #1 Killer argument People DON’T HAVE to resist this change. If they do, there is probably a good reason for it. Let’s make sure there isn’t and if people still perceive there to be one, let’s deal with it. Recommended reading (1 page):
  21. 21. 21 Change Management should be approached like Project Management and not like a Work Package Change ManagementProject Management Phase 1 Phase 2 …
  22. 22. 22 4 Steps for success in Change Management (1) Change Assessment • Checking of existing material • Analysis of change-related aspects • Target groups of the change (segmentation) • Reasons for the change (2) Change Story • Goals of the change • «Core Behaviours» • Story (concept and implementation) (3) Change Plan & Implementation • Definition of measures/activities • Grouping and concepts of measures • Implementation along roadmap (4) Controlling, Communication and Iteration • Review of activities • Talk about successes • Adapt • Keep going! v. 3.2
  23. 23. 23 Change Assessment3.1
  24. 24. 24 Analysis of current Culture Workshop «Aspects of ‘as is’ culture» Systematic Culture Questionnaire Analysis of «kununu»- Feedbacks Outside-View Other methods … Existing Employee Surveys Source: Richard de Laat, F. Hoffmann – La Roche Ltd. «ICE – Improve Change Engagement»
  25. 25. 25 Change Story3.2
  26. 26. 26 Example: Goal of the Change Initiative at Atos ZERO EMAIL™ Source:
  27. 27. 27 Example: «Core Behaviours» (Main Principles) at a High-tech SME Transformation of Work  Open by default  Value through networks  Work is self- organised, participative and agile  Everyday/one innovation
  28. 28. 28 Example: Telling the Story in a Video at Deutsche Telekom Source:
  29. 29. 29 Change Plan & Implementation3.3
  30. 30. 30 The 5 areas of the Change & Adoption Framework •Measure and adapt as needed •Highlight and foster good practices . •Helping and accompanying in implementing it •Support in doing it (e.g. «gardening») Assistance & Consulting •Be(com)ing able to do itTraining •Knowing about it •Creating curiosity and creating «pull» •Role models Communication & Inspiration •Creating an environment in which it can happenBasic conditions v. 1.7 Review & Award
  31. 31. 31 Example: Change Plan Basic conditions Communication & Inspiration Training Assistance & Consulting Review & Award • Include in personal objectives • Include in Job Descriptions • Promote informal forms of recognition • Set up digital governance • Fixed agenda point in department meetings • Employees receive innovation capital • Define messages • Initial announcement, ongoing updates • Video about the "Why?" • Countdown • Naming & Branding of the DWP • Poster campaign • Preview screen shows • Give-aways • Internal Conferences • Innovation trips • Ask the Management • Include in induction program for new employees • Tutorials, Manuals, eLearning, Learning Games • "How to" videos • Integration into existing training programmes • Establishment of our own academy • Pre-Launch Accesses • Coaching for Train- the-Trainer Program • VIP coaching • Digital/Smart Work Club • Pilots & special use cases • Guide concept • Gardening • User community • Accompanying for "Workspace Champions" • Accompanying for "Community Managers" • Community seeding • Promotion and accompaniment of WOL-Circles ("Working out loud") etc. • Systematic survey of implementation, benefits and satisfaction • Include in employee survey • Net Promoter Score ("would you recommend the DWP?") • Best practises / success stories • Internal Awards
  32. 32. 32 Examples: Training
  33. 33. 33 Don’t limit it to Digital Working ! FedEx-Days Daily Stand-up Prototyping … Quellen: - Fedex-Day: Willms Buhse, DoubleYuu - Prototyping: Milan Günther, eda.c - Stand-up: Dan Ackerson, Agile Web Development & Operations
  34. 34. 34 Examples: Assistance & Consulting Sources: Know-How! AG (, IBM, Continental ( User-Community
  35. 35. 35 The «must have» Change Acitivities for every 2nd/3rd Generation Digital Workplace Community Managers Workspace Champions and/or: Guides Leadership Enablement Include in MbO’s Permanent Role for T-A-C T-A-C = Training, Assistance & Consulting
  36. 36. 36 A real life Case Study3.4
  37. 37. 37 FINAL TIP
  38. 38. 38 When DWP-Change fails, it’s most often at the same, typical «Barrier Points» A Awareness D Desire K Knowledge A Ability R Reinforcement Management has little desire for (even more) change or fails to see the importance of it for the DWP No or too little budget and ressources Change stops shortly after the 1st Release, instead of really kicking in then and being at least mid-term oriented ADKAR® is an element of the PROSCI change management method:
  39. 39. 39 ABOUT US
  40. 40. 40 Schillerwein Net Consulting Positioning – Services – Experience Expert Advice since 2006 100% Independent Work like a Network Picture credits: Taro Tayler «Canton Trade Fair», Small by design with a high level of specialization and expertise Exclusive focus on what’s best for our clients, no contracts with software vendors Access to the right person for any job via our international partner network Digital Work- place: A-Z Enabling better digital & agile Ways of Working 50+ Clients It’s a great pleasure to help our customers achieve more From 1 Step to Full Project Dedicated support in key or all steps of your Digital Initiative Business Perspective Making it work from within your organization 100 to >100k employees We have done work for companies of all sizes, complexities and industries From 1 day to >2 years We support you from one-off workshops to long-term multi-mandate programs
  41. 41. 41 About Stephan Schillerwein  20+ years of experience in Digital Media and Information Management, specializing in Digital Transformation of Work through “New Ways of Working” enabled by Intranets, Social Collaboration and Digital Workplaces etc.  Formerly Online and Intranet Manager at several large enterprises and Director at the Intranet Benchmarking Forum  Business computer scientist – speaks language of “both sides”  Partner of the Worldwide Intranet Challenge CEO & Principal Consultant 140+ Projects 80+ Clients 0 Vendor Contracts 1 Global Net- work 400+ Seminar Particip. 250+ Bench- marks
  42. 42. 42 Thank you! Digital Transformation of Work