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• Gain access to free unlimited training
• Learn from and collaborate with like minded Dynamics GP users
• Obtain knowledge of available functionality
• Have a say in future Dynamics GP features
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2. The Operational model
3. Leadership & Capability
4. Customer Experience
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Are you aware of the numerous tools and resources that can enhance your productivity and enable self-sufficiency for Dynamics GP? This session will show you to ways you can become more knowledgeable about your solution.
• Find self-help tools
• Gain access to free unlimited training
• Learn from and collaborate with like minded Dynamics GP users
• Obtain knowledge of available functionality
• Have a say in future Dynamics GP features
Organizations need to reconsider why 70% of changes fail. There are hidden natural tensions in organizations that have a great impact on change. Strong leaders can work with natural human motivation to reduce the tension and manage the change.
Organizations create mythologies that become part of the culture.They are stories with great impact.But they are still just stories. Blind acceptance of mythologies costs money, morale, and motivation.
Church leaders often struggle with helping people adjust to changes. These simple principles were derived from observation, change management theory and practice, and on the ground change projects.
Understanding digital transformation involves understanding the DNA of your company, your employees, and your customers to identify the best way to deliver value and increase organisations' positive impact on revenue, employee retention, and customer experience.
This requires a change management approach and to look at 5 key pillars:
1. The Business model
2. The Operational model
3. Leadership & Capability
4. Customer Experience
5. Technology
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Communication during system rollouts
1. Critical Path
The Importance of
Effective Communications during IT
Changes
Dr. Jim Bohn
Pro/Axios
Minneapolis, MN
2. 65% of successful change is communication.
• People understand the change.
• People gain an understanding of what‟s happening
during the change.
• They learn how to adapt to the change.
• They prepare for the change.
• They integrate the change into day-to-day
operations.
3. Yet IT CHANGES place heavy demands on
human communication processes …
• Complexity
• Often encompass tens of thousands (millions,
billions) of interconnecting parts.
• Cognitive Demand
• Significant (Radical?!) amount of required detail.
• Terms often understood only by specialists.
4. The Primary Challenge of Communications
During an IT project …
Complexity
+ Cognitive Demand
= BOREDOM
X (busyness + distraction)
5. Boredom is costly in many ways.
• Time wasted in meetings of unnecessary
complexity.
• Opportunity costs. (I could be working on
something else.)
• Lost energy.
• Frustration.
• “This is a waste of time!”
6. IT changes require significant communication
to be effective … but …
IT Technology people are experts in IT.
They are generally not trained in
communications.
7. Critical Stakeholders of Communication
During an IT Change
Executives
To support the project
To ensure proper training
Technology Teams
Managers
External System
Users
To build the best infrastructure
To plan for effective follow-up
To assess the effectiveness of the
investment
To use the system as designed
8. How to simplify communications:
• Formatting communications by asking (and
answering) direct questions that do NOT require
technical language.
• Approach the communications from the
standpoint of the listener, not the technology
team.
9. Benefits of simplicity?
• Saves corporate investment in time, moral and
dollars:
• People don‟t have to struggle with unnecessary terms.
• Teams can move forward with what they need to „get the
job done.‟
• Prevents boredom.
10. Major Categories of Communications
During an IT Change
Executives
External System
Users
Process
What will be
different in the
new world?
Training –
what is the
plan?
Role Inventory – who does what?
Technology Teams
11. Major Categories of Communications
During an IT Change
Executives
Process
Training
Data
Management
What needs
cleanup?
What is being
added?
External System
Users
Technology Teams
12. Major Categories of Communications
During an IT Change
Executives
Process
Training –
what is the
plan?
Data
Management
What needs
Cleanup
cleanup?
What is being
added?
External System
Users
Logistics of the
Change
System Cutover
When does this
happen? To
whom? How?
Role Inventory – who does what?
Technology Teams
13. Major Categories of Communications
During an IT Change
Executives
Process
Training –
what is the
plan?
Data
Management
What needs
Cleanup
cleanup?
What is being
added?
External System
Users
Logistics of the
Change
System
System Cutover
Cutover
When does this
happen? To
whom? How?
Role Inventory – who does what?
Technology Teams
Tool
Training –
what is the
plan?
14. Major Categories of Communications
During an IT Change
Executives
Process
Training –
what is the
plan?
Data
Management
What needs
Cleanup
cleanup?
What is being
added?
External System
Users
Logistics of the
Change
System
System Cutover
Cutover
When does this
happen? To
whom? How?
Role Inventory – who does what?
Technology Teams
Tool
Training –
what is the
plan?
Infrastructure
Who buys
the system?
Who installs?
Where?
Backup?
15. Major Categories of Communications
During an IT Change
Executives
Process
Training –
what is the
plan?
Data
Management
What needs
Cleanup
cleanup?
What is being
added?
External System
Users
Logistics of the
Change
System
System Cutover
Cutover
When does this
happen? To
whom? How?
Role Inventory – who does what?
Technology Teams
Tool
Training
Infrastructure
Who buys
the system?
Who installs?
Where?
Backup?
16. Simplicity of communications during IT
projects …
• Saves precious human energy by avoiding
unnecessary boredom.
• Focuses on the necessary … and no more.
• There is no need to make something
unnecessarily complex.
17. Pro/Axios
•
•
•
•
•
We offer plainspoken guidance for those who do the work.
Check out the Rapid Diagnostic @ www.ProAxios.com
info@proaxios.com
651-302-1574
Minneapolis, MN, USA
Organizational Insight Leading to Organizational Transformation
2/4/2014