Geoffrey Doty — Technology planning and change management

3. ADOPTION ICEBERG Post Production Support User Persona Analysis User Training Communications Planning & Execution Defined Business KPIs Strategy & Leadership Success Future State Vision Executive & Stakeholder Alignment Organizational Change Competency Change Agent Network Managing Change Resistance Defined Business Processes UI/UX Design Deep Adoption Visible Enabling Branding Adoption Surveys & Metrics Governance & Data Management Colleague Morale/Trust User Logins

4. CHANGE MANAGEMENT GOALS Build awareness around the need to change. Energize and engage employees about the change. Help employees achieve greater proficiency via knowledge and skill building. Increase ownership, buy-in, and overall adoption of the change. Reinforce change and drive optimization and new efficiencies. Ensure project goals are met and realized. Ensure that change is institutionalized into new current state and it becomes the “new normal.” “Copyright © Simplus 2020 - All Rights Reserved / Privileged and Confidential Materials”

5. SPEED OF ADOPTION UTILIZATION PROFICIENCY How many people are on board? How much improvement occurs once people are on board? How quickly do people get on board? CHANGE MANAGEMENT ROI FACTORS “Copyright © Simplus 2020 - All Rights Reserved / Privileged and Confidential Materials”

6. COMMON MISCONCEPTION The Prosci® Project Change Triangle (PCT) is a trademark of Prosci, Inc. All rights reserved. Prosci PCT Model Projects meet objectives Projects finish on time and on budget PROJECT OCM OCM portion of the project that captures the people dependency PROJECT Separate OCM resource to support the project OCM resource as part of the project to be responsible for X% of the results that are people-dependent VS

8. WHEN Should It Begin? Percent of study participants who met or exceeded objectives based on when they started change management Initiation Planning Design Implementation Closure 64% 56% 49% 37% 0% 0% 20% 40% 60% 70% 90% 10% 30% 50% 80% 0 1 2 3 4 100% “Copyright © Simplus 2020 - All Rights Reserved / Privileged and Confidential Materials”

10. THREE CRITICAL ELEMENTS The Prosci® Project Change Triangle (PCT) is a trademark of Prosci, Inc. All rights reserved. All three elements must be present for project success. Provides guidance and governance Gives structure to the technical side of the change Supports the people side of change Prosci PCT Model Leadership/ Sponsorship Change Management Project Management Projects meet objectives Projects finish on time and on budget Return on investment (ROI) Realized

11. ORGANIZATIONAL CHANGE MANAGEMENT FIVE LEVERS for organizational change management USING THE RIGHT TOOLS, you can move the organization through ADKAR Communication Sponsorship Training Coaching Resistance Management You can’t train desireYou can’t communicate ability

12. “Copyright © Simplus 2020 - All Rights Reserved / Privileged and Confidential Materials” Leadership Visioning Current state analysis Barriers & Risks to Change Change Agent Network Resistance management Executive & manager coaching eLearning Videos Training Database Management Logistics, Preparation & Planning End-User Training Packages Train-the- Trainer Training Development Stakeholder Alignment Communication Planning Training Delivery Change Readiness Adoption MeasurementAdoption Metrics & Evaluations Post Go-Live Support Governance Strategy Communications Planning & Execution Value-Based messaging Key Themes & Project Narrative Webinar/Virtual Training CHANGEENABLEMENT

14. Lower ROI or No Methodology to Track ROI Not What We Expected / Hoped For Less Benefit Realization Unachieved Improvement Lack of User Adoption Lack of Stakeholder Engagement Unclear Communication No Set Expectations with Users WHAT IF THERE IS NO CHANGE MANAGEMENT? Employee Turnover Active & Passive Resistance “Copyright © Simplus 2020 - All Rights Reserved / Privileged and Confidential Materials”

15. THREE SCENARIOS OF CHANGE MANAGEMENT Scenario 3 – Good Change Management Scenario 2 – Poor Change Management Current State FUTURE STATEReturn Equilibrium ROI Realized Valley of Despair Scenario 1 – No Change Management Change Begins

16. BUSINESS CASE for Org. Change Management 0% 20% 40% 60% 80% 100% POOR (n=496) FAIR (n=1441) GOOD (n=1796) EXCELLENT (n=354) 15% 43% 77% 93% Companies applying a robust OCM program are six times more likely to meet or exceed project objectives 6X Correlation of change management effectiveness to meeting project objectives Data from 2007, 2009, 2011, 2013, 2015, 2017 Copyright Prosci 2020 Benchmarking Data

Geoffrey Doty — Technology planning and change management

Geoffrey Doty — Technology planning and change management

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Geoffrey Doty — Technology planning and change management