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Giving Power to the People: Strategies for Successful User Adoption of QuickBase
The document outlines strategies for successful user adoption in organizations, emphasizing different approaches from a private construction company and a public utility. It discusses change management models and the importance of user readiness, illustrating how to maximize user adoption through targeted solutions. The speakers, Jacob MacIntyre and MaryKate Gass, share insights on leveraging both bottom-up and top-down strategies to facilitate effective change.
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Giving Power to the People: Strategies for Successful User Adoption of QuickBase
- 2. Giving Power tothe People: Strategies for Successful User Adoption Jacob MacIntyre Analyst, Portland General Electric Marykate Gass Sales Engineer, Intuit QuickBase
- 3. #EMPOWER2015 Jacob MacIntyre Jacob hasworked 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
- 4. #EMPOWER2015 ① Two Stories,Two Angles ② Define the Players ③ Change: Management vs. Readiness Agenda
- 5. #EMPOWER2015 ① Maximize UserAdoption ② Learn Implementation Strategies ③ Change Management Models What are the Benefits?
- 6. 1 Two Stories,Two Angles
- 7. #EMPOWER2015 ① Private MechanicalConstruction Company – Bottom Up Angle of Adoption ② Publically Traded Vertically Integrated Utility – Top Down
- 8. #EMPOWER2015 • 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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- 10. #EMPOWER2015 No… My craneis bigger
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- 12. #EMPOWER2015 VP 1 Buyer 4Designers 3 Admins 5 Engineers 1 Scheduler 1 Doc Control Project Manager Mechanical Construction Company
- 13. #EMPOWER2015 ① Nobody likesan 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
- 14. #EMPOWER2015 ①Private Mechanical Construction Company– Bottom Up Angle of Approach ②Publically Traded Vertically Integrated Utility – Top Down
- 15. #EMPOWER2015 • Utility PlantAssets - $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
- 16. #EMPOWER2015 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
- 17. #EMPOWER2015 General Manager 15 Designers 3Admins 40 Engineers 3 Cost Control 15 Other 5 Functional Managers Power Supply Engineering Services (PSES) A Project Management Office Generation Plants • Managers • Support Staff
- 18. #EMPOWER2015 ① Sell tothose Who have the Problem ② Build a Solution Concept ③ Find Relevant Cultural Artifacts The Top Down Approach
- 19. 2 Define thePlayers
- 20. #EMPOWER2015 Define the Players U U– Users D – Developers S – Sponsors D S YOU
- 21. #EMPOWER2015 Define the Players U U– Users D – Developers S – Sponsors DS YOU
- 22. #EMPOWER2015 Define the Players U U– Users D – Developers S – Sponsors D SYOU
- 23. #EMPOWER2015 Define the Players U U– Users D – Developers S – Sponsors D S YOU
- 24. #EMPOWER2015 Sketch outthe 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: Managementvs Readiness
- 26. #EMPOWER2015 ①Change Management Models Change:Management vs Readiness ②Recent Studies on Change “Readiness”
- 27. #EMPOWER2015 Formula for Change(Gleicher / Dannemiller): D * V * F > R Change Management Models Dissatisfaction * Vision * First Actions > Resistance
- 28. #EMPOWER2015 ADKAR (ProSci) • Awarenessof 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
- 29. #EMPOWER2015 • Formula forChange: D * V * F > R • ProSci’s Model: ADKAR Change Management Models Current Change Desired
- 30. #EMPOWER2015 • Center forEffective Organizations • Change Readiness is the new Change Management Recent Studies from USC
- 31. #EMPOWER2015 Current Change Next Change Next Change “…everything that we'vesaid...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
- 32. #EMPOWER2015 • Decide onthe angle of approach • Define the players • Build a culture of change Wrap Up
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