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Ntc08 Change Management Session Slides Peter Campbell


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Slides from NTEN Nonprofit Technology Conference, 2008, in New Orleans. Change Managgement session.

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Ntc08 Change Management Session Slides Peter Campbell

  1. 1. Technology and Change Management The people part of tech adoption <ul><li>Peter Campbell </li></ul><ul><li>Steve Heye </li></ul><ul><li>Amir Tabei </li></ul><ul><li>March 20, 2008 </li></ul>
  2. 2. Change Management <ul><li>Steve Heye, YMCA </li></ul>
  3. 3. CEO CFO Program Staff Executive Directors COO Membership Staff Technology Vision Tactics Budget Programs Services Goals
  4. 4. People Process Tools HR CEO COO CFO Business Tech Staff
  5. 8. Alignment <ul><li>YOU </li></ul><ul><li>Senior VP </li></ul><ul><li>Guests </li></ul><ul><li>Colleagues </li></ul>
  6. 9. Change Management <ul><li>Amir Tabei, NPower </li></ul>
  7. 10. <ul><li>Before change can happen, everyone must see the big picture. </li></ul><ul><li>To see the big picture clearly, we need a map that shows the way. </li></ul><ul><li>The map will show you what’s important in your organization and where you should allocate your resources. </li></ul><ul><li>Successful organizations allocate time to create a map by using proven methodologies such as Balanced Scorecard. </li></ul><ul><li>What is the Balanced Scorecard? The balanced scorecard is a concept for measuring whether the activities of a company are meeting its objectives in terms of vision and strategy. </li></ul><ul><li>Implementing the scorecard typically includes four processes: </li></ul><ul><ul><li>Translating the vision into operational goals; </li></ul></ul><ul><ul><li>Communicate the vision and link it to individual performance; </li></ul></ul><ul><ul><li>Business planning; </li></ul></ul><ul><ul><li>Feedback and learning and adjusting the strategy accordingly. </li></ul></ul>
  8. 11. <ul><li>Four general perspectives have been proposed by the BSC. They are: </li></ul><ul><li>The financial perspective examines if the company’s implementation and execution of its strategy are contributing to the bottom-line improvement of the company. </li></ul><ul><li>The constituent perspective defines the value proposition that the organization will apply in order to satisfy their constituent. </li></ul><ul><li>The internal process perspective is concerned with the processes that create and deliver the customer value proposition. </li></ul><ul><li>The learning and growth perspective is the foundation of any strategy and focuses on the intangible assets of an organization, mainly on the internal skills and capabilities that are required to support the value-creating internal processes. </li></ul>
  9. 12. Example courtesy of
  10. 13. Example courtesy of Amir Tabei CTO NPower Texas [email_address]
  11. 14. Navigating the Org Chart <ul><li>Best Practices for Successful Adoption of Technology </li></ul><ul><li>Peter Campbell </li></ul><ul><li>IT Director, Earthjustice </li></ul><ul><li>March 20, 2008 </li></ul><ul><li>Blog/contact info: </li></ul>
  12. 15. Prepping for Change Adoption <ul><li>Tie it to the mission </li></ul><ul><li>Don’t go it alone </li></ul><ul><li>Speak their language </li></ul><ul><li>Better yet, don’t speak: show </li></ul><ul><li>Communicate often and in different mediums </li></ul>
  13. 16. Strategies for Success <ul><li>Don’t exclude the opposition </li></ul><ul><li>Take every opportunity to educate </li></ul><ul><li>Consultants are your friends </li></ul><ul><li>Be opportunistic </li></ul><ul><li>Be graceful </li></ul>