Ensure network migration success with Change Management

COMMS CONNECT 2014
Ensure Network Migration Success
with Change Management
Jo Hardwick, Tait Communications
@CommsConnectAus #comms2014 COMMS CONNECT 2014

• What is Change Management?
• Preparing for Migration
• Assess the Impacts
• Mitigate the risks
• Understanding the ADKAR methodology
• Return on Investment and Measurement
• Organisational roles in Change Management
3
Agenda

© 2014 Tait Limited: Change Management
CHANGE MANAGEMENT
What are the risks?
4

Source: Dr. John Kotter, John Kotter International, 2012.
to see the change through.
70%of all major change
EFFORTS FAIL
WHY? Because organisations often do not take the
holistic approach required
5

Change Management:
Desired future state
applyinga structured approach to
of an organisation
transformation
MANAGET H E
current state
From a
to a

• Introduction of new:
- Technology
- Processes
- Best practise
- Systems
• Change can be both technical and personal
The fundamentals of a change management program can be applied to a
technology, organisational and/or cultural change.
You just need to plan for it.
Many types of “change”

Change Management is complementary
to Project Management
• For changes to deliver desired results and outcomes, structured
approaches are needed for both the:
- technical side of the change (project management)
• Ensuring solutions are designed, developed & delivered effectively
- people side of the change (change management)
• Ensuring solutions are embraced, adopted & used proficiently
These complementary disciplines
share a common objective to:
improve the performance of the
organisation by implementing a change.
Change
Management
Project
Management

Each element requires focus
The problem with change is that people who have been doing
things a certain way for a long time, don’t like to be suddenly told,
“you have to do things differently”.
The desire to change is a personal choice, so user buy-in is critical.
PEOPLE PROCESS TECHNOLOGY

TYPICAL USER FACTORS
Planning for Migration
11

Migration planning
• Cannot make plans to migrate
systems without considering
the users’ experience
- Identify your stakeholders and keep them
informed throughout the entire process
• User perception always outweighs
technology capability
- Is equipment and/or technology obsolete?
- Identify whether they need or want changes
- Coverage, capacity, operability, interoperability
12

• Coverage experience:
slow roll off vs. sharp knee
• Audio delay: digital processing of
speech audio means noticeable
delay from spoken to heard
• “It just sounds different!”: voice is
transmitted as data rather than audio
– changing the tonal quality of the
original audio.
13
Typical user factors:
analogue to digital
Range
Quality
analogue
digital
“In analogue I used to know who was speaking but sometimes couldn’t understand what they said.
With digital I can understand what they’re saying but not always who is speaking!”

• Trunking shares a pool of channels
across all users
• Rather than segregating user groups
across channels
• Trunking is more efficient with
more even distribution. However:
• Calls are managed: there is a call setup
process before user can talk.
• User can’t ‘see’ how long the queue is if
all channels are busy; they just know
they have to wait.
14
conventional to trunking Conventional
Channels
Trunked (shared)
Channels

As a trunked radio system manages all call
set ups and site roaming, there are different
call tones users will get to know:
• Incoming call
• Proceed to talk
• Cannot transmit
• Call queued
• Called party engaged
• Called party unavailable
• Radio has gained service
• Radio has lost service
15
conventional to trunking

look and feel
It just feels
DIFFERENT
“
”

safety vs. Big Brother
Location
services
Job
efficiency
Worker
safety

CHANGE MANAGEMENT
Assess the impact
18

• Different people will feel differently about planned change
• Need to recognise how staff are feeling and respond to this accordingly
19
The human response to change
Excited

The Kűbler-Ross change curve
20
Time
Moraleandcompetence
Integration
Shock
Denial
Frustration
Depression
Experiment
Decision

Change project lifecycle:
Change Management activities
Influencers
• Technology
• Processes
• Organisational structure
• Customers and environment
Project
Management
Activities
• Plan
• Design
• Build & test
• Business process development
Change
Management
Activities
• Culture and staff
• Public services
• Political
• Implement • Embed
• Evaluate
• Establish team and set
up processes for
implementing change
• Monitor & ensure delivery
to plan
• Embed change into BAU
• Monitor and evaluate
regularly
• Look for ops for
continuous improvement
• Diagnose need for change
• Articulate vision & agree
scope of work
• Define benefits, acceptance
criteria & key milestones
• Map stakeholders
• Baseline KPIs
• Assess readiness & capacity
for change
Set up and Delivery
Planning
Project Delivery
Close-down and
Review

Scope the impact of change
Change
Management
Project
Management
Leadership/Sponsorship
Project Change
Triangle Assessment
Assesses three crucial
elements
Risk Assessment
Based on organisational
attributes and overall
change characteristics
&

Actions required to
size the change are:
What is the risk profile from a
“people” perspective?
Describe the nature and scope of the change
(workgroup, department, division, enterprise)
Determine the number of individuals impacted by the change
Define the change type
(policy, process, system, organisation, job roles, staffing level,
downsizing, strategy, merger or acquisition)
Determine the amount of change
(incremental improvement vs. dramatic change)
Evaluate the impact on various groups
(depending on change complexity)

CHANGE MANAGEMENT
Mitigate the risk
24

• Psychology of human behaviour
- Resistance of change ‘forced’ upon them
- Many emotional and psychological aspects are predictable
• Know where your sticking points are
• Prepare for them
• Can impact on delivering your project on-time and on-budget
• Avoid in-fighting with:
- clear direction and leadership
- clarity of information early in the change
25
Resistance is natural

Design a change program
There are six key areas of focus:

The “need for change” is typically described in terms of:
• The perceived THREAT to the organisation
• The perceived OPPORTUNITY presented by the change
The best “cases for change” help people to understand:
“What’s in it for me?”
Key challenges include:
• Getting people to accept that the current situation is untenable
• Getting people to accept that it will affect them personally
• Getting people to develop a responsibility for, and willingness to, change
27
Develop a compelling case for change

ADKAR MODEL
How people change
28

• ADKAR describes the required phases that an individual will go
through when faced with change
• It is a foundational tool for understanding how, why, and when to use
different change management tools
The ADKAR model:
Awareness, Desire, Knowledge, Ability, Reinforcement
Source: Prosci International, 2012

• From page 1 of the ADKAR book*:
Individual perspective
• You cannot manage change at an
organisational level until you
know how to manage change
with a single individual.
“The secret to successful
change lies beyond the visible
and busy activities that
surround change.
Successful change, at its core,
is rooted in something much
simpler: How to facilitate
change with one person.”
* ADKAR: A model for change in business, government and our community, by Jeff Hiatt.

“Everyone
Thinks of changing the world
Changing himself.”
But no one thinks of
- Leo Tolstoy

Five building blocks of successful change:
ADKAR
Awareness of the need for change
Desire to participate and support the change
Knowledge on how to change
Ability to implement required skills and behaviors
Reinforcement to sustain the change

• Change management planning
• Diagnosing gaps
• Developing corrective actions
Using ADKAR for change management planning:
• Organisational change is successful when
everyone who is impacted by the change
has the five ADKAR building blocks
• The goal is to build A, D, K, A and R
ADKAR applications

CHANGE MANAGEMENT
ROI and Measurement
34

Measurement is amongst the biggest drivers
of all change success.
It cannot start midway through the initiative.
“
”- Towers Watson, Whitepaper, 2012

Being deliberate makes a difference
When an excellent
was
Source: McKinsey & Co.
ORGANISATION CHANGE PROGRAM
was part of the initiative.
ROI 143%

Why does actual ROI differ from
expected ROI?
Certainty of
expected ROI or
benefit from change
Amount of change to how people do their jobs
– ‘people change’
Changes that have no ‘people change’
have high certainty in the expected ROI
Changes that are highly dependent on
‘people change’ have low certainty in
the expected ROI
High
Low High
Low

Change Management and uncertainty
Certainty of
expected ROI or
benefit from change
Amount of change to how people do their jobs
– ‘people change’
High
Low High
Low
Effective Change Management
allows you to decrease the
uncertainty associated with
changes that impact how people
do their jobs – improving the
ROI of your projects that
impact people.

Three key measures for success:
Adoption, utilisation and proficiency
Speed of
adoption
User
proficiency
Ultimate
utilisation
• All three ‘human’ factors impact the amount of expected improvement
from a solution – driving the return on investment.
• Must manage the project and evaluate based on each criteria.
• Set goals for each up front,
and strive to hit that mark.

Adoption curve
Source: http://incentive-intelligence.typepad.com/incentive_intelligence/general_motivation/
• First encounters are with generally with innovators, early adopters,
and those people who are resistant to change.
• Based on culture, resistors may not verbalize concern and may
undermine the progress of your project.
- Risk of spending too much
time/effort/money on resistors

Time
Commitment curveLevelofCommitment
Contact
Awareness
Understanding
Positive
Perception
Adoption
Institutionalisation
Internalisation
Inform
Educate
Commit

Implementation vs. Installation
Business case
achievement
Time
High
Short Long
Low
Value GapImplementation
Installation

CHANGE MANAGEMENT
Leadership roles
43

• Change is learnt by example
• Requires wide-scale adoption
• Successful change leaders exist in the three major change roles of:
- Sponsor
- Influencer
- Change agent
Leaders of the revolution
Challenging
the
status quo
Easing the
transition
Reinforcing
future state
The three stages of effective change leadership:

• Each group has a specific
role based on how they are
related to the change
within the organisation
Change Management roles
within an organisation
Change
Management
Resource
or Team
Executives
and Senior
Managers
Project Team
Project
Support
Functions
Middle
Managers and
Supervisors

• Executives and Senior
Managers
- fulfilling the role of
“sponsors of change”
• Middle managers and
supervisors
- fulfilling the role of “coach”
for their direct reports
Key roles in effective Change Management:
employee-facing
Change
Management
Resource
or Team
Executives
and Senior
Managers
Project Team
Project
Support
Functions
Middle
Managers and
Supervisors

• Change Management
Resource / Team
- applying a structured approach
and enabling others
• Project Team
- integrating the “people side”
of change
• Project Support Functions
- providing expertise
Key roles in effective Change Management:
enabling
Change
Management
Resource
or Team
Executives
and Senior
Managers
Project Team
Project
Support
Functions
Middle
Managers and
Supervisors

Need to build change capability

In each of Prosci’s seven benchmarking studies*,
participants identified the #1 contributor to success as:
Why are sponsors so important?
*1998, 2000, 2003, 2005, 2007, 2009, 2011.
Active and visible sponsorship

• Authority and credibility
- Employees look to senior leaders for messages (both spoken and
unspoken) about the project’s importance and the organisation’s
commitment to the change
• Sponsors have three primary roles:
- Participate actively and visibly throughout the project
- Build a coalition of sponsorship and manage resistance
- Communicate directly with employees
What do people look to sponsors for?

1. Failed to remain visible and engaged throughout the project
2. Failed to demonstrate support for the project in words and actions
3. Failed to effectively communicate messages about the need
for change
4. Ignored the people side of change
5. Delegated or abdicated the sponsorship role and responsibilities
Top five biggest sponsor mistakes*
*From the 2012 Best Practices in Change Management benchmarking report
!

• Influencers have significant informal power
• Levels of trust affected by degrees of separation
• 4 types of influencers
- Advocates
- Connectors
- Controllers
- Experts
• Important at different times
52
Influencers

• Catalysts for change
• Helps build and execute overall change plan
• Track change management progress
• Evangelises the change
53
Change agents

54
Projects that used Change Management
had the best outcomes

• Change is about being human
• Projects with Change Management
plans can reduce your business risk
and increase your potential ROI
• Successful change programs require
great leadership and sponsors
• Need to plan, communicate, listen,
measure and monitor
55
Summary

• Global Change Manager, Tait Communications
www.taitradio.com
- Phone: +61 429 874 542
- Email: jo.hardwick@taitradio.com
- Skype: jo.hardwick.tait
- LinkedIn: au.linkedin.com/pub/jo-hardwick/23/855/287
Jo Hardwick

devoted
to your
causeTM
57

COMMS CONNECT 2014
www.comms-connect.com.au
Conference materials available soon at
COMMS CONNECT 2014
@CommsConnectAus #comms2014

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