Building a great QuickBase app may be the first step to solving your business challenges, but it won't be the last. For QuickBase to be successful, you'll need to manage the change associated with rolling out a new software solution and get your users on board. This session tells the story of how two very different companies found QuickBase and how each was able to bring stakeholders from reluctance to disbelief to successful implementation. You'll learn how to overcome organizational roadblocks, how to navigate the human element of QuickBase rollouts, and a unique change management framework for success.

2. Giving Power to the People:
Strategies for Successful User
Adoption
Jacob MacIntyre
Analyst, Portland General Electric
Marykate Gass
Sales Engineer, Intuit QuickBase

3. #EMPOWER2015
Jacob MacIntyre
Jacob has worked in various roles on large construction projects, including civil, industrial, and hi-tech. More
recently, as an analyst in the utility industry, he has focused on work execution management, process analytics,
KPI’s and building QuickBase solutions to integrate systems and processes.
Jacob has an MS in Construction Management from the University of Washington. He and his wife have four
children in Portland, OR
Marykate Gass
Marykate previously worked as a Mechanical Engineer designing hardware for Helicopter Jet Engines. She soon
noticed she was a bit more outgoing than the other engineers and decided she wanted a more customer facing
role. She has been working at Intuit QuickBase for the past year.
Marykate lives in small town in Northern MA with her husband. They are expecting their first child this September!
Bios

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① Two Stories, Two Angles
② Define the Players
③ Change: Management vs. Readiness
Agenda

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① Maximize User Adoption
② Learn Implementation Strategies
③ Change Management Models
What are the Benefits?

6. 1 Two Stories, Two Angles

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① Private Mechanical Construction
Company – Bottom Up
Angle of Adoption
② Publically Traded Vertically
Integrated Utility – Top Down

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• Intel employs ~ 16,900 people in Oregon
• Intel’s “Ronler Acres” - 9.3 million square feet of manufacturing space
• Most recent fab construction - “D1X” ~$3B
• Utilized world’s largest mobile crane
– 220 semi-trucks
– Capacity of more than 2600 US tons
• Mechanical Contract – over $100M
Intel - D1X Mod 1

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No… My crane is bigger

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VP
1 Buyer 4 Designers 3 Admins 5 Engineers 1 Scheduler 1 Doc Control
Project Manager
Mechanical Construction Company

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① Nobody likes an angry mob
② Sell at the problem layer
③ Build small solutions that can later be tied together
④ Nobody likes an angry mob (turn mob against the resistance)
The Bottom Up Approach - Recap

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①Private Mechanical Construction
Company – Bottom Up
Angle of Approach
②Publically Traded Vertically
Integrated Utility – Top Down

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• Utility Plant Assets - $7.6B
• Revenue - $1.8B / year
• ~2600 Employees
• Power Generation – Coal, Natural Gas, Hydro, Wind
• PSES (Power Supply Engineering Support ) ~ 80 People
Portland General Electric

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PSES
Natural
Gas
Wind
Hydro
Coal
Our Plants = Our Customers
• Survey, Design & Drafting
• Engineering Services
• Construction Management
• Budget Support
• Project Coordination
• Plant Operational Support
• Cyber Security
• Et Cetera

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General
Manager
15 Designers 3 Admins 40 Engineers 3 Cost Control 15 Other
5 Functional
Managers
Power Supply Engineering Services (PSES)
A Project Management Office
Generation Plants
• Managers
• Support Staff

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① Sell to those Who have the Problem
② Build a Solution Concept
③ Find Relevant Cultural Artifacts
The Top Down Approach

19. 2 Define the Players

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Define the Players
U
U – Users
D – Developers
S – Sponsors
D
S
YOU

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Define the Players
U
U – Users
D – Developers
S – Sponsors
DS
YOU

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Define the Players
U
U – Users
D – Developers
S – Sponsors
D
SYOU

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Define the Players
U
U – Users
D – Developers
S – Sponsors
D
S
YOU

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 Sketch out the story
 Judgement takes place in the first few minutes of a new concept
 Know the difference between cool and useful
 Know yourself
 Find trusted partners
A Recap of Tips

25. 3 Change: Management vs Readiness

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①Change Management Models
Change: Management vs Readiness
②Recent Studies on Change “Readiness”

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Formula for Change (Gleicher / Dannemiller):
D * V * F > R
Change Management Models
Dissatisfaction * Vision * First Actions > Resistance

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ADKAR (ProSci)
• Awareness of the need to change
• Desire to support and participate
• Knowledge on how to change
• Ability to implement required skills and behaviors
• Reinforcement to sustain the change
Change Management Models
http://www.prosci.com/adkar-model

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• Formula for Change: D * V * F > R
• ProSci’s Model: ADKAR
Change Management Models
Current Change Desired

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• Center for Effective Organizations
• Change Readiness is the new Change Management
Recent Studies from USC

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Current
Change
Next
Change
Next
Change
“…everything that we've said...supports the
notion of all the different tools that we've talked
about, it simply moves it from a being a top-
down and event driven kind of process to
becoming part of the natural processes of the
organization…”
- Sue Mohrman, Change Management Webinar
Change Management is Changing
http://ceo.usc.edu/webinar/webinar_top-down_bottoms-up_ou.html

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• Decide on the angle of approach
• Define the players
• Build a culture of change
Wrap Up

33. Q&A