Whether you are deploying a new capability with SAS® or modernizing the tool set that people already use in your organization, change management is a valuable practice. Sharing the news of a change with employees can be a daunting task and is often put off until the last possible second. Organizations frequently underestimate the impact of the change, and the results of that miscalculation can be disastrous. Too often, employees find out about a change just before mandatory training and are expected to embrace it. But change management is far more than training. It is early and frequent communication, an inclusive discussion, encouraging and enabling the development of an individual, and facilitating learning before, during, and long after the change. This paper not only showcases the importance of change management but also identifies key objectives for a purposeful strategy. We outline our experiences with both successful and not so successful organizational changes. We present best practices for implementing change management strategies and highlighting common gaps. For example, developing and engaging “Change Champions” from the beginning alleviates many headaches and avoids disruptions. Finally, we discuss how the overall company culture can either support or hinder the positive experience change management should be and how to engender support for formal change management in your organization.

1. we create thinking data®
Change Management
The Secret to a Successful SAS® Implementation
Greg Nelson, CPHIMS, MMCi

2. Your Presenter
Greg Nelson, CPHIMS, MMCi
President and CEO – ThotWave Technologies
• Recovering Social PsychologistturnedClinical Informaticist
(Duke University)
• Prolific writer/ presenter (175+ publications/ presentations).
• 25+ year SAS Expert and certified in SAS (Grid Computing, Data
Mining),
• Healthcare Industry Leader
• Six Sigma, Balanced Scorecard, Strategy, Change Management
• Passionate about developingthe next generation of data
champions
5
Copyright 2016, ThotWave Technologies,
LLC.

3. Why should we care about “change”
Best Practices for Leading change
Troubleshooting change
1
2
3

4. Examples of Change: Technology
Copyright 2016, ThotWave Technologies,
LLC.

5. Source: Accenture, Counting on Analytical Talent, 2010
Analytics Project
Analytics Group
Solid line indicates a direct line of authority
Dotted line indicates a a partial lien of authority or funding
Corporate
Centralized Decentralized
Function
Corporate Corporate Corporate Corporate
Center of excellence Consulting Functional
Business
Unit
Function Business
Unit
Function Business
Unit
Function Business
Unit
Function Business
Unit
COECOE
Examples of Change: Structure

7. Why should we
care about
change
1

8. If you want to make enemies,
try to change something…“ Woodrow Wilson

9. People
Process
Technology
Current State Desired Future State
§ Analytical roles are dispersed throughout the organization
§ Focus of people is on creating reports
§ Scant talent possessing sophisticated analytical and consultative skills
§ Perspective of the “Have’s” and “Have-nots” across different departments
§ Analytics “mindset” is spread across clinical, operational, financial, strategic
perspectives
§ Leadership advances the analytical mindset across the value chain
§ Analytics Centers of Excellence (COE) possess analytical competencies in modeling,
data integrity, storytelling, critical thinking and consulting
§ Organizations recognize the importance of the “data pipeline” but it is not a part of
strategic planning
§ Analytics strategy is not universally known/ no sense of urgency
§ Some/ no Master Data Management abilities across limited domains
§ Data governance limited or non-existent
§ Establishing well defined disciplines across the organization relating to:
§ Data acquisition, Data warehousing, Master data management, Data governance,
Analytical planning
§ Organizational imperative for analytics and its contribution to the Learning Health
System
§ Data Warehouse is in place
§ Spread marts are abundant
§ Pockets of analytical “brilliance” propped up by heroes
§ Some ad hoc modeling
§ Sophisticated data integration & warehousing environment
§ Advanced modeling capabilities for predictive analytics and resource optimization
§ Automated standard reporting environment
§ Actionable data – “three clicks to action” environment
Some Hindsight
Limited Insight
Nearly 20/20 Hindsight
Actionable Insight
Realizing Foresight
Examples of Change: Improved Capabilities

10. SharedPurpose
2
1Explore 4 Measure
Impact
Prioritize
5
Demonstrate
3
Create
Knowledge
6
Analytics is a Journey Not a Destination

11. Technology Change Potential Impact
Examples of Change: SAS Technology
Replacing or upgrading the operating system • SAS specific OS coding changes
• File system changes
• Managing files
• Auditing, Versioning & Monitoring
• Security/ authentication
• Service management
• Third party tools
• Data impact
Old: SAS Display Manager
New: SAS Enterprise Guide (or SAS Studio)
• File system changes
• Operating system changes
• Nuances of the tool
Old: SAS Foundation
New: SAS Data Management (data integration, data
quality, master data management, data governance)
• Metadata
• Process flows
• Roles and responsibilities
• Data stewardship
• Governance processes

12. Emotional Responses to Change
Knows that change
is coming
Has a high level
awareness of what is
driving the change
the broad vision of
change
Awareness
Understands what
the overall future
state (change
solution) looks like
Understands how
new ways of working
will impact them
Understanding
Is the change in his
or her area in order
to try out the change
and become familiar
with its implications
Conveys message
that new ways of
working are soon to
be reality
Adoption
Articulates the
change as the new
status quo and ‘the
way things are done
around here’
Demonstrates
personal ownership
and alignment with
the change
Commitment

13. Individual Change
COMMITMENT
TIME
Each stakeholder group will be moved along the commitment curve at the rate most appropriate and
critical for them.
AWARENESS
UNDERSTANDING
COMMITMENT4
3
2
1
44
3 3
2 2
1 1
Impacted Stakeholders,
(End Users)
Change Network
(Agents)
Project Team &
Sponsors
1
2
3
4
Reinforcing
Leaders
(Champions)
ADOPTION

14. Commitment
Time
Awareness
Understanding
Adoption
Commitment
Unaware
Confusion
Decision not to
adopt Capability
Terminated
Risk to
change
program if
stakeholder
poorly led
and engaged
throughout
the process.
Managed Change

15. Best Practices for
Leading Change
2

16. ThotWave’s Best Practice Areas
Change Management Best Practice Areas
v Create a shared change purpose
v Establish a visible and engaged leadership coalition
v Enable engagement and communication
v Support strong individual performance
v Build a supportive organization and culture
v Create a measurement strategy

17. 1. Create a shared change purpose

18. 2. Establish a visible and engaged leadership
coalition
Conventional
Wisdom
Transform the masses!
Tipping Point
Leadership
Transform the extremes: the
people, acts, and activities that
exercise a disproportionate
influence on performance.

19. Prepare Deliver Reinforce/Sustain/Improve
Awareness
Competencies
Skills
Knowledge & Attitudes
Implementation Evaluation
Video
Introduction
Communication
W
TH
Tell - Awareness
— Articles
— Intranet
— Meeting minutes
— Factsheets
— Email summaries
— Posters
— Infographic
— Newsletter
Sell - Understandi ng
— Open forum (event)
— Intranet listening post
— Brochures
— E mail
— Seminars
— Lunch n Learns
— FAQs
TM
Deliver – Action
— Manager guides
— Help line
— Staff Training
— FAQs
— Cheat Sheets
— Usage Guides
CommunicationCommunication
Learning Portal
Skills Development based on role
Skills Integration
ILT
Mentoring/ Expert Network
HyC
MTA
Consult – Engagement
— Briefings
— 1:1 discussions
— Informal networks
— Workshops
— Focus Groups
— Feedback loops
— Open Space
— Microblog
— Posters
Communication
Demonstrations
SG
Sem
TL
Q
Sim
Community of Practice/ Peer-
to-peer learning
Pr
PbL
T
CS
An
P
KC
P
D
Ex
W
ILvT
3. Enable engagement and communication

20. Comm Events
Overview
Architecture Overview
Elevator Speech/
Comms Update
Poster
™ TM Newsflash
—
Training Invites
Training (ELT/CBT)
Training Reminders
Go-Live Announce
Participant Survey
Focus Group
:
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¸ XXX Demo
Readiness Assess2
On-Boarding
Change Agent Mtgs
Newsletters2
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2 2 2
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Roadshows/
Lunch and Learn
2
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¸
One-on-One
*
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Change Agent
Updates
Tips and Tricks
2
Coaches/
AssistantsLeaders
PilotMgrs/
EmployeesNon-Pilot
Change
Network
1 1
1
q
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Communication Events
5/5 5/12 5/19 5/26 6/2 6/9 6/16 6/23 6/30 7/7 7/14 7/21 7/28 8/4 8/11 8/18 8/25
Sep -
Oct9/1

21. 4. Support strong individual performance
Understanding the
knowledge, skills and abilities
required for success
Training
Focus on performance
management and training
interventions most likely to be
effective and deliver change
benefits
Knowledge Management
Faster time to competency:
employees more quickly able
to perform in new jobs, use
new systems etc.
Culture/Leadership
Supportive mindset and
organizational incentives
designed to realize the benefits
of investing in human capital
Talent management

22. 5. Build a supportive organization and culture
• How should we arrange ourselves – our structure, processes and systems –
to support the change?
• What values, attitudes and behaviors we want to collectively embody?

23. 6. Create a measurement strategy
• What is the best way to track, report and realize the benefits intended?
Audience Span of
Change
Depth of
Change
Rationale for Ratings Overall
Assessment
Stakeholder Group X 3 3 All Client-related activities completed by x will change. They will no longer x Extensive
Stakeholder Group X 2 3 No longer responsible for x. Focus will shift to making minor interventions
based on local intelligence and ensuring x
High
Stakeholder Group X 3 2 Much greater focus on x High
Stakeholder Group X 2 3 Manual data entry into x currently a large part of role. This will be replaced
by increased reporting requirements
High
Stakeholder Group X 3 2 New accountability for x High
Stakeholder Group X 1 3 Relationship with Client and the activities undertaken on their behalf will
change significantly
Medium
Stakeholder Group X 1 3 Relationship with Client and the activities undertaken on their behalf will
change significantly
Medium
Stakeholder Group X 1 3 Little direct impact to own day to day role, but major change for those he
oversees and the way in which new x operations are established in future
Medium
Stakeholder Group X 2 2 x will remain responsible for x but will do so using a new method and have a
greater number of tools to help them do so
Medium
Stakeholder Group X 2 2 x will remain responsible for x but will do so using a new method and have a
greater number of tools to help them do so
Medium

24. Troubleshooting
Change
3

25. Right-Size the Change Management Effort
Breadth of
proposed
change
Depth of
proposed
change
Impact of
proposed
change
Criticality of
proposed
change

26. Components of a change strategy
Vision Skills Incentive Resources Action Plan+ + + + = Results/Change
adapted from Ambrose, Managing Complex Change

27. What happens when a component is missing?
Vision Skills Incentive Resources Action Plan+ + + + = Results/Change
Vision Skills Incentive Resources Action Plan+ + + + = Confusion
Vision Skills Incentive Resources Action Plan+ + + + = Anxiety
Vision Skills Incentive Resources Action Plan+ + + + = Resistance
Vision Skills Incentive Resources Action Plan+ + + + = Frustration
Vision Skills Incentive Resources Action Plan+ + + + = False start
adapted from Ambrose, Managing Complex Change

28. Vision
Vision = A compelling future state which provides direction and
a sense of unity - What is the vision?
Lack of Vision = Leaves people feeling confused
“Why?”
“What are they thinking?”
“Here we go again!”
Vision Skills Incentive Resources Action Plan+ + + + = Confusion

29. Skills
Skills = The ability to do something well and with a level of
expertise - Does the team have those skills?
Lack of Skills or Training = Without the skills, or the promise of
skills from a source we trust,we will feel anxiety…
“I can’t!”
“I don’t know how.”
“Will there be a place for me?”
Vision Skills Incentive Resources Action Plan+ + + + = Anxiety

30. Incentive
Incentive = A thing that motivates or encourages one to do
something - What’s in it for me?
Lack of Incentive = Why do the work if there is no value, no
consensus is built.
“Don’t waste our time!”
“I just want to do the job, not deal with all this…”
Vision Skills Incentive Resources Action Plan+ + + + = Resistance

31. Resources
Resources = A stock or supply of money, materials, staff or
other assets that can be drawn on by a person or organization
in order to function effectively - What do I have to work with?
Lack of Resources = Without the physical and emotional
resources to accomplish the change people will be frustrated
“They ask the world and give us nothing to work with.”
“How can they expect us to do…?”
Vision Skills Incentive Resources Action Plan+ + + + = Frustration

32. Action Plan
Plan = A detailed proposal for doing or achieving something-
Do we have a clear, manageable, measurable plan?
Lack of a Plan = Without a plan it is impossible to gain traction
“We keep talking but nothing is happening”
“We are going in circles.”
Vision Skills Incentive Resources Action Plan+ + + + = False start

33. @healthcare_bi
linkedin.com/in/thotwave
greg@thotwave.com
919.931.4736
Contact
www.thotwave.com
Gregory S. Nelson, MMCi, CPHIMS
ThotWave Technologies, LLC.
Copyright 2016, ThotWave Technologies,
LLC.

34. we are
we create thinking data®