Change Management for ERP implementations - 101


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Change Management for ERP implementations - 101

  1. 1. Organiza(onal  Change  &  ERP   A  CRASH  COURSE   Antwerp University     Management  Informa(on  Systems   08-­‐Nov-­‐2013   @lucgaloppin     08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     1  
  2. 2. PART  1:   STUFF  YOU   SHOULD  KNOW   ABOUT  CHANGE   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     2  
  3. 3. Think  about  a  personal  change   Ra(onal   Emo(onal   08-­‐Nov-­‐2013   Somewhat  predictable:  Knowledge  and  Skills   Below  the  surface:  Mo/va/on   Antwerp  University  -­‐  Management   Informa6on  Systems     3  
  4. 4. McKinsey  Global  Survey  (2006)   •  You  will  be  confronted  with   anxiety  and  resistance,   regardless  of  whether  the   change  is  posi6ve  or  nega6ve.     •  You  can  channel  these   emo6ons  to  the  benefit  of  your   change  in  order  to  obtain  more   clarity  and  less  confusion.     •  THE  REAL  QUESTION:   How  do  we  channel  these   emo(ons  so  they  can  fuel  your   project  instead  of  blocking  it?   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     4  
  5. 5. Ground  Zero  of  Change  Management   New  Ability   Relaxed  state   Denial   Acceptance   Self  Esteem   Performance   Anger   Bargaining   Depression   Stress   Time   Time   The  change  cycle  from  a  developmental   point  of  view   08-­‐Nov-­‐2013   The  change  cycle  from  a  pallia6ve  care   point  of  view   Antwerp  University  -­‐  Management   Informa6on  Systems     5  
  6. 6. The  one  mistake  we  all  make   Performance   Future     State   Current     State   The  natural  cycle  of   change   Time   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     6  
  7. 7. Three  ingredients   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     7  
  8. 8. Three  illusions   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     8  
  9. 9. Two  choices   1.  Accept  the  nature   of  change  and   integrate  it  in   your  approach   (“pay  now”)   2.  Deny  the  human   side  of  change   (“pay  later”)   08-­‐Nov-­‐2013   TRANSITION   STATE   PRESENT   STATE   FUTURE     STATE   TRANSITION   STATE   PRESENT   STATE   Antwerp  University  -­‐  Management   Informa6on  Systems     FUTURE     STATE   9  
  10. 10. Burning  Placorm   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     10  
  11. 11. Transi6on  Approaches   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     11  
  12. 12. Example:  ERP  projects…   What  you  will  be  paying  anyhow   Same amount, Different label Approach 1: “Investment” 08-­‐Nov-­‐2013   Approach 2: “Damage Control” Antwerp  University  -­‐  Management   Informa6on  Systems     12  
  13. 13. Resistance   The emotion that occurs when our expectations of “the way things are today” are interrupted. 08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     13  
  14. 14. Predic6ng  Resistance   Competent   Resistance   Incompetent   UNCONSCIOUS   INCOMPETENCE   CONSCIOUS   INCOMPETENCE   CONSCIOUS   COMPETENCE   UNCONSCIOUS   COMPETENCE   Time   Unconscious   08-­‐Nov-­‐2013   Conscious   Antwerp  University  -­‐  Management   Informa6on  Systems     Unconscious   14  
  15. 15. PART  2:   STUFF  YOU  CAN   DO  WITH   CHANGE   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     15  
  16. 16. What  users  and  consumers  have  in   common   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     16  
  17. 17. Selling  the  project   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     17  
  18. 18. Project  staffing  like  military  deployment   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     18  
  19. 19. UN  Peace  keeping  Troops   Transition Teams Project central Site 9 Site 8 One plan Site 7 One team One channel Site 6 Site 5 Site 4 Site 3 Site 2 Site 1 Local Responsible SAP Coach site 1 SAP Coach site 2 SAP Coach site 3 SAP Coach site 4 SAP Coach site 5 SAP Coach site 6 SAP Coach site 7 SAP Coach site 8 SAP Coach site 9 Structured and facilitated status meeting each Friday SAP Coach Direct access to local responsible for each domain One face to the customer 08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     19  
  20. 20. The Organizational Change Portfolio According to Luc Galoppin 4 ’workstreams’ with a distinct return on investment: What’s  in  it   for  me?   COMMUNICATION •  Communication Stream: Managing expectations and supporting the program during its complete lifecycle in staying in touch with the organization. •  Learning Stream: Upgrading the skills and knowledge of the organization in terms of context (why), content (what) and actions (how). •  Organization Stream: define and implement a new organization structure and define and realize new responsibilities for working. LEARNING What  should     I  do?   How  do  I   do  that?   Who  does   what?   ORGANIZATION •  Performance stream: Translate the principles of the business case into concrete new ways of working. 08-­‐Nov-­‐2013   Why  should  I   care?   PERFORMANCE What  will  this  come  down   to  in  prac(ce?   Antwerp  University  -­‐  Management   Informa6on  Systems     20  
  21. 21. PART  3:   CASE  STUDY   These  slides  will  be  shown  during  the  session.   However,  no  permission  is  granted  for  further  distribu6on.   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     21  
  22. 22. PART  4:   STUFF   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     22  
  23. 23. UNFREEZING   Program   Ini6a6ons   Organisa6on   Stream   Business   Case   Program   Setup   Feasibility   Study   Learning   Stream   Communica6ons   Stream   Program   Charter   Learning   Strategy   Communica6on   Strategy   Performance   Stream   Propriety Content 2   Strategy   Map   Strategy   Formula6on   4   1  
  24. 24. Changing   Design   Process  Maps   Event  Driven   Process  Chains   Organisa6on   Stream   Learning   Stream   Communica6ons   Stream   Swim  Lane   Diagrams   Reports   Security   Profiles   Roles   Learning   Plan   4   Stakeholder   Database   2   4   3   Communica6on   Plan   2   Branding   Performance   Stream   1   1   KPIs   Propriety Content
  25. 25. Changing   Build   Design  Documents   Func6onal   Designs   Organisa6on   Stream   Organisa6onal   Structures   Workflows   Learning   Curriculum   Learning   Stream   Par6cipant   Administra6on   4   Communica6ons   Stream   Performance   Stream   Mo6va6onal   Learning  Plan   3   3   2   Refine  Value   Proposi6on   1   Knowledge   Portal   SMART   KPIs   2   1   Propriety Content
  26. 26. Changing   Test   Test  Scenarios   Organisa6on   Stream   System   Performance   Stream   Report   Par6cipant   Materials   Learning   Stream   Communica6ons   Stream   Process   Trainer   Materials   3   RWA   Assessments   2   1   Course   Transla6ons   4   3   2   KPI’s   Star6ng  Values   Propriety Content 1  
  27. 27. Changing   Deploy   6   Deployment   Plan   Organisa6on   Stream   5   Training  Evalua6on   Learning   Stream   Reac6ons   Learning   Integrated  Learning   Materials   4   Communica6ons   Stream   Behaviour   3   4   3   Go-­‐Live  Comms  Plan   2   2   Emergency  Comms  Plan   Performance   Stream   1   Locally  Refined   KPI’s   1   Propriety Content
  28. 28. Re-­‐Freezing   Post  Implementa6on   6   Organisa6on   Stream   5   Open  Issues   Post  Implementa6on   Audit   Opera6onal  Service   Level  Agreement     Standard  Opera6ng   Procedures  (SOPs)   Revised   Learning  Blend   4   Support   Materials   Learning   Sta6s6cs   3   Ready  –  Willing  –   Able  Assessment   Revised   Roles   Learning   Stream   Communica6ons   Stream   Performance   Stream   Structured   Communica6on   1   Benefits   Mapping   Propriety Content
  29. 29. Organiza6onal  Change  101  Glossary   (par6ally  based  on  Daryl  Conner’s  Glossary)   •  •  •  •  •  Advocate:  Individual  (or  group)  wan6ng  a  change  but  without  sufficient  power  to  sanc6on  it.   Agent:  Individual  (or  group)  facilita6ng  the  development  and  execu6on  of  implementa6on  plans.   Black  hole:  Situa6ons  that  disrupt  cascading  sponsorship,  leading  to  a  lack  of  sustaining  sponsorship,  and  therefore   a  lack  of  behavioral  change  at  local  levels.  The  term  is  borrowed  from  the  astrophysics  label  for  “spots”  in  the   universe  that  have  gravita6onal  pulls  so  strong  that  everything,  including  light,  is  pulled  in,  and  lille  or  nothing   emerges.   Change  management:  The  orchestra6on  of  change  in  a  way  that  iden6fies  and  addresses  the  human  risks  involved   in  implemen6ng  change,  strengthening  the  individual  and  organiza6onal  ability  to  handle  change  well.  This   increases  the  chances  that  the  change  will  be  put  successfully  into  prac6ce.   Resistance:  the  emo6on  that  occurs  when  our  expecta6ons  of  ‘the  way  things  are’  are  interrupted.  Two  words  are   important  in  this  defini6on:   –  –  •  Sponsor:  Individual  (or  group)  having  the  power  to  sanc6on  the  change.   –  –  –  –  •  Emo(on:  the  essence  of  resistance  is  that  it  creates  an  emo6on.  That  means:  not  logical,  not  ra6onal  and  most  of  all:  not   predictable.   Expecta(on:  resistance  does  not  only  occur  when  things  change,  but  when  our  expecta6ons  are  interrupted,  regardless  of   whether  that  makes  ra6onal  sense.   Sustaining  sponsorship:  The  individuals  or  groups  legi6mizing  the  change  at  local  levels  of  the  organiza6on.  Sustaining  sponsors   cascade  legi6miza6on,  support  for,  and  commitment  to  a  change  ini6a6ve  throughout  the  organiza6on.   Ini(a(ng  sponsor:  The  individual  or  group  that  has  the  sanc6oning  power  to  drive  the  change  process  through  to  realiza6on;   those  who  have  ul6mate  control  of  the  resources—including  human,  economic,  poli6cal,  and  logis6cal—required  for   implementa6on  of  the  ini6a6ve.  This  individual  or  group  does  not  have  to  gain  permission  to  ini6ate  the  change;  however,  they   oqen  choose  to  keep  superiors  informed  of  the  project  and  its  implementa6on.   Local  Sustaining  Sponsor:  The  individual  or  group  orchestra6ng  the  communica6ons  and  consequences  within  the  relevant   tac6cal  areas  of  responsibility  necessary,  to  ensure  successful  change  implementa6on.   Primary  Sustaining  Sponsor:  The  individual  or  group  formally  sanc6oning  the  change  within  relevant  areas  of  responsibility,   providing  a  “united  front”  of  leadership  support  for  the  endeavor  and  coordina6ng  implementa6on  ac6vi6es  (across  func6onal   or  geographical  lines  as  necessary).   Target:  Individual  (or  group)  who  is  to  actually  change   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     29  
  30. 30. About   •  Luc  Galoppin   Mob:  +32  497  399  880   Email:  luc.galoppin@reply-­‐   Blog:  hlp://www.reply-­‐   Twiler:  hlp://   YouTube  channel:  hlp://   Slideshare:  hlp://   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     30