Transformation That Sticks: Using Mobile Optimized Tools to Accelerate Business Transformation Mobile optimized SaaS tools that deliver procedure, policy and task management information on any device at any time are replacing legacy training platforms that deliver dense buckets of information a few times per year. Learn more about: - Delivering real time updated procedure information for complex and repetitive work - Using continuous employee feedback provided across mobile devices to continuously improve processes - Measuring real time employee interaction with expert content and correlating to business results

1. PEX CONFERENCE 2016
Mark Dabrowski & Josh Crone
Transformation That Sticks:
Using Mobile Optimized Tools to
Accelerate Business Transformation
January 2016

2. Who we are
Mark Dabrowski
Vice President,
SAI Digital Practice
Josh Crone
Vice President & CTO,
Software Products

3. What we’ll be
discussing
Implementing process change initiatives that
stand the test of time
Root causes of failure
Building blocks of success
Using technology as an enabler

4. What got us thinking about this?
Consulting experience
Content management expertise
Enabling technology for a large-scale process
improvement initiative at Walmart

5. About SAI
Consulting and software products firm
Identified a significant gap in the consistent application
of process change across large organizations

6. Decrease waste and
inefficiency
Improve safety
Reduce risk
Increase revenue
Higher performing organizations…

7. Identify/create optimized
processes
Convey those processes to
employees
Ensure employees understand
and execute on those processes
Measure the impact, gather
feedback, identify gaps, make
adjustments
Ongoing reinforcement
….or at least that’s the theory
How do they do it?

8. The real world
Critical processes are not documented
Documented processes are out of date or incorrect
Employees are not aware of processes that exist
Processes exist but are simply ignored

9. Case Study
Baltimore riots
Independent Inquiry
determined:
No clear policies for
making arrests
Failure to follow
federal guidelines to
develop a response
plan
Chain of command
not clear
Insufficient training
& planning

10. Case Study
Fukushima
Official Findings:
"Disaster was due to
bad policies and
procedures"
Culture of
"acceptance"
Safety team shared
operational
responsibility

11. Case Study
Walmart process
optimization
GOAL: increase in-store
efficiency
Processes optimized
But how to distribute
to 1M+ employees?
Web-based content
accessible on all
devices
Feedback loop
ROI realized in weeks

12. Key themes from these examples
Information not readily accessible
Processes not documented or disseminated
Organizational, cultural or people failures
Existing policies and procedures were not
reinforced
Bottom line - transformation and processes not
fully developed or ingrained in the organization

13. How can we address these challenges?
Transformation
Doesn't Stick!
Transformation
Doesn't Stick!

14. Behavior change requires constant reinforcement

15. Reinforcement is key to
behavior change
Old habits die hard…
Transformation
efforts require
behavior change
Think of New Year's
resolutions
Constant
reinforcement of
desired behavior is
key to making
transformation stick

16. Reinforcement: case studies
Baltimore riots:
Changes in procedures couldn’t be reinforced
Lack of training in civil unrest
Fukushima:
The wrong behaviors were reinforced
Behaviors essential to creating a safe work environment were never
reinforced
Walmart example:
Comprehensive training during onboarding
Gap with behaviors that aren't reinforced
Our own consulting experience:
Transformation efforts start out strong but....
Can lose momentum without an advocate reinforcing the new behavior

17. Procedures are not available

18. Transformation is impossible if:
Information is not easy to
access or discover
Information is not available on
all devices
Information is not available
when and where you need it
Procedures are
not available

19. Procedure
documentation
at work…
Information is spread
across the organization:
In the heads of
employees
Distributed across
systems

20. “How to” information
at home…
Discoverable in an instant
Single-purpose “Apps” vs
“Applications”
Short form over long form

21. As good as your
systems are…
BYOD is taking hold
Consumer technology is simpler and in many
cases more powerful
Increasingly mobile workforce
More content consumed on smaller screens
Considerable growth in device usage
Pew Research Center, The Demographics
of Device Ownership:
92% of U.S. adults own a cellphone
68% of U.S. adults own a smartphone (up from
35% in 2011)
Nearing saturation in some groups
45% own a tablet
73% own a laptop or desktop

22. Desktop vs. mobile 2012 - 2015

23. Why do these trends
matter?
Your workforce has high
expectations of technology
Content should be web-accessible
It should look great on any device
Content should be concise and
purposeful
It should be easy to consume
Documents should be formatted
in a familiar, consistent format
(more about that later)
Content should be discoverable
via metadata and search

24. Learning model not aligned with needs

25. Learning styles
Learning styles vary
Training content should support
multiple styles
Traditional format – text – not
always effective
Provide checklists, diagrams,
video, audio
Reinforcement is critical

26. JIT vs. JIC
Identify optimal training mix
Task dependent
Access to resources beyond the
classroom is critical
JIT serves to reinforce traditional
training

27. Millennial challenges
Millennial
generation’s learning
and work styles
Attention spans are
shrinking
On-demand
information
Googling anything you
want to know
Greater focus on
information on an as-
needed basis

28. Lack of motivation

29. Make it appealing
Content must be
easy to consume
Simple to access and
understand
Aligned with
learning styles
Less focus on
lengthy text
More video, images,
step-by-step
instructions, or
diagrams

30. Ease of use
Remove barriers to
encourage adoption
Can I quickly find what I
need?
Can I access reference
materials and best
practices without
stopping what I'm doing?
Don’t interrupt the flow of
work

31. Acknowledgement
Require employees
to acknowledge
content
Creates a sense of
obligation
Generate an audit
trail

32. Enable feedback
Make employees part of
the process
Provide simple feedback
mechanism
Reward employees who
provide feedback that
directly improves a
process

33. Content is not accurate or relevant

34. Puzzle exercise
Time to break up
the monotony of a
long presentation
Let’s illustrate the
importance of
accurate, relevant
instructions

35. Puzzle exercise - what we learned
Accurate instructions matter
Inaccurate instructions need to be corrected
Multiple formats matter (images, text, video)

36. Content is not accurate or relevant
What we've found:
There are multiple sources of information in the
organization
Information is likely to be outdated
Process documentation doesn't reflect practical
execution
Content is difficult to update
Content isn't reviewed on a regular basis
Content is in varying format

37. Multiple sources of
information
There should be "One Version
of the Truth"
Information is spread
throughout an organization,
often with conflicting
information
Document system should
inspire confidence in the
material

38. Outdated information
Information evolves as we
learn along the way
Internal and external factors
cause change in process
Iterative approach increases
the rate of change
Having a process often isn't
enough, you need a system
to ensure content is
reviewed at the same rate

39. Feedback based on
practical execution
Feedback is an effective
way to ensure processes
evolve
Valuable information in the
heads of folks on the floor
In addition to helping you
find "the one best way", a
feedback mechanism can
uncover external
operational issues

40. Approval process
Speaking of guitars and
feedback: How to build an
electric guitar
Information is easily
accessible, but how do we
know it's accurate?
Crowdsourced information
great - but it needs to be
vetted
Feedback loop with an
approval process provides
perfect balance

41. Ease of creation &
updates
Documenting processes can
be seen as "overhead" and not
valuable
If creating and updating
content is a chore, it won't get
done
SMEs don't want to worry
about the format of
documents, just their content
Template-based content
creation allows document
owners to focus on procedure
details

42. Fill the gap: scheduled
content review
Infrequently used processes
can be “out of sight, out of
mind”
Regularly-scheduled content
review ensures that documents
are updated on a consistent
basis
People need to be reminded
when documents are up for
review
Regulations require proof that a
document has been reviewed

43. Consistent format
Procedures should be easy to follow, consistent, and
engaging
Familiarity allows the content to be digested and
internalized more quickly
To do this, documents should be built from predefined
templates
We use templates all the time:
Email
Forms
Instructions…

44. Recipe
Preheat oven to 375 degrees F
Combine 2 1/4 cups all-purpose flour, 1 teaspoon baking soda, and 1
teaspoon salt in a small bowl
Beat 1 cup softened butter, 3/4 cup granulated sugar, 3/4 cup
packed brown sugar, and 1 teaspoon of vanilla extract in large mixer
bowl until creamy
Add two large eggs, one at a time, beating well after each addition
Gradually Beat in flour mixture. Stir in 2 cups semi-sweet chocolate
morsels and 1 cup of chopped nuts
Drop by rounded tablespoon onto ungreased baking sheets
Bake for 9 to 11 minutes or until golden brown
Cool on baking sheets for 2 minutes; Remove to wire racks
to cool completely

45. Same recipe
Ingredients
 2 1/4 cups all-purpose flour
 1 teaspoon baking soda
 1 teaspoon salt
 1 cup (2 sticks) butter, softened
 3/4 cup granulated sugar
 3/4 cup packed brown sugar
 1 teaspoon vanilla extract
 2 large eggs
 2 cups semi-sweet chocolate morsels
 1 cup chopped nuts
Instructions
 PREHEAT oven to 375° F.
 COMBINE flour, baking soda and salt in
small bowl. Beat butter, granulated
sugar, brown sugar and vanilla extract
in large mixer bowl until creamy. Add
eggs, one at a time, beating well after
each addition. Gradually beat in flour
mixture. Stir in morsels and nuts. Drop
by rounded tablespoon onto ungreased
baking sheets.
 BAKE for 9 to 11 minutes or until
golden brown. Cool on baking sheets
for 2 minutes; remove to wire racks to
cool completely.

46. Execution of procedures is not measured

47. Execution of
procedures is not
measured
You can’t control a
process you don’t
measure
Need to understand the
current state and
measure progress to the
desired state
What tools and
techniques can we use?

48. Acknowledgement &
quizzing
Ensuring that
employees
understand is critical
Acknowledgement is
a start – it checks the
compliance box
Require validation
that employees have
the knowledge

49. Task management
Having procedures
doesn’t mean they’ll
be followed
Assign tasks to
employees
Work instructions for
the optimized way to
complete those tasks
Track when completed
Receive verification

50. Reporting
Who is looking at the
materials?
Which resources are used
the most?
In what context are these
materials being used?
Employee feedback?
Who has acknowledged?
When was it reviewed?
Employee proficiency

51. Alignment with KPIs
Process optimization should be
tied to business objectives
Align KPIs with measurable
outcomes
Answer these questions
objectively - have we made
progress? What’s the impact on
the business?

52. One version of the truth
Relevant and timely
content
Measure
Parting thoughts
Make it easy and accessible
Motivate
Support multiple learning
models
Transformation
Doesn't Stick!

53. Questions?

54. Thank You!
Build a better, higher performing workforce
Visit us in booth 17 or at acadia-software.com