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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	
  
PART	
  1:	
  
STUFF	
  YOU	
  
SHOULD	
  KNOW	
  
ABOUT	
  CHANGE	
  
08-­‐Nov-­‐2013	
  

Antwerp	
  University	
  -­‐	
  Management	
  
Informa6on	
  Systems	
  	
  

2	
  
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	
  
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	
  
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	
  
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	
  
Three	
  ingredients	
  

08-­‐Nov-­‐2013	
  

Antwerp	
  University	
  -­‐	
  Management	
  
Informa6on	
  Systems	
  	
  

7	
  
Three	
  illusions	
  

08-­‐Nov-­‐2013	
  

Antwerp	
  University	
  -­‐	
  Management	
  
Informa6on	
  Systems	
  	
  

8	
  
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	
  
Burning	
  Placorm	
  

08-­‐Nov-­‐2013	
  

Antwerp	
  University	
  -­‐	
  Management	
  
Informa6on	
  Systems	
  	
  

10	
  
Transi6on	
  Approaches	
  

08-­‐Nov-­‐2013	
  

Antwerp	
  University	
  -­‐	
  Management	
  
Informa6on	
  Systems	
  	
  

11	
  
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	
  
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	
  
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	
  
PART	
  2:	
  
STUFF	
  YOU	
  CAN	
  
DO	
  WITH	
  
CHANGE	
  
08-­‐Nov-­‐2013	
  

Antwerp	
  University	
  -­‐	
  Management	
  
Informa6on	
  Systems	
  	
  

15	
  
What	
  users	
  and	
  consumers	
  have	
  in	
  
common	
  

08-­‐Nov-­‐2013	
  

Antwerp	
  University	
  -­‐	
  Management	
  
Informa6on	
  Systems	
  	
  

16	
  
Selling	
  the	
  project	
  

08-­‐Nov-­‐2013	
  

Antwerp	
  University	
  -­‐	
  Management	
  
Informa6on	
  Systems	
  	
  

17	
  
Project	
  staffing	
  like	
  military	
  deployment	
  

08-­‐Nov-­‐2013	
  

Antwerp	
  University	
  -­‐	
  Management	
  
Informa6on	
  Systems	
  	
  

18	
  
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	
  
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	
  
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	
  
PART	
  4:	
  
STUFF	
  
08-­‐Nov-­‐2013	
  

Antwerp	
  University	
  -­‐	
  Management	
  
Informa6on	
  Systems	
  	
  

22	
  
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	
  
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
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
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	
  
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
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
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	
  
About	
  
•  Luc	
  Galoppin	
  
Mob:	
  +32	
  497	
  399	
  880	
  
Email:	
  luc.galoppin@reply-­‐mc.com	
  
Blog:	
  hlp://www.reply-­‐mc.com	
  
Twiler:	
  hlp://twiler.com/lucgaloppin	
  
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08-­‐Nov-­‐2013	
  

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30	
  

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Change Management for ERP implementations - 101

  • 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. PART  1:   STUFF  YOU   SHOULD  KNOW   ABOUT  CHANGE   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     2  
  • 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. 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. 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. 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. Three  ingredients   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     7  
  • 8. Three  illusions   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     8  
  • 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. Burning  Placorm   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     10  
  • 11. Transi6on  Approaches   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     11  
  • 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. 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. 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. PART  2:   STUFF  YOU  CAN   DO  WITH   CHANGE   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     15  
  • 16. What  users  and  consumers  have  in   common   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     16  
  • 17. Selling  the  project   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     17  
  • 18. Project  staffing  like  military  deployment   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     18  
  • 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. 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. 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. PART  4:   STUFF   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     22  
  • 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. 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. 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. 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. 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. 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. 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. About   •  Luc  Galoppin   Mob:  +32  497  399  880   Email:  luc.galoppin@reply-­‐mc.com   Blog:  hlp://www.reply-­‐mc.com   Twiler:  hlp://twiler.com/lucgaloppin   YouTube  channel:  hlp://www.youtube.com/replymc   Slideshare:  hlp://www.slideshare.net/lucgaloppin   08-­‐Nov-­‐2013   Antwerp  University  -­‐  Management   Informa6on  Systems     30