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Whirlpool can follow an 8-step process to ensure change manage.docx
- 1. Whirlpool can follow an 8-step process to ensure change management is achieved as smoothly as possible Page 1 Define impact, outcome, and reason Map the footprint Identify & assess stakeholders Estimate impact and work per area Establish change plan Plan stakeholder journeys Build an engagement plan Execute, monitor, adapt, improvise Set expectations and success criteria which should defend the validity of the project START Perform an analysis of both the internal and external environments Understand who is involved in the project and how they should be treated Break the project’s impact down into categories based on the stakeholders Use the ADKAR model to develop a plan for change Map out how all the different stakeholders will be involved or affected Use a framework to establish a plan that will ensure future
- 2. involvement past development Continue to “live the journey” with stakeholders Source: IU MSIS ITS Course *Click on icon to see analysis Introduction | Technology | Process | People | POC | Timeline | Financials | Risks | Conclusion 1 Change Management Framework – 1. Define impact, outcome, and reason Page 2 Run: Operations will flow more smoothly with a simplified UX Grow: AI/ML and other digital capabilities will be enabled Transform: Unified systems will improve the culture around IT Competitive advantage of creating products quickly (enabled by
- 3. real time access to data) will be sustained. Important processes like production control will be improved, and mistakes will be minimized. This project should inspire management because you’re going to see less costly mistakes, enhanced revenue-creating abilities. It should inspire staff because their jobs are going to be made easier. It should inspire everyone because it will enable digital capabilities like IoT and AI Impact Outcome Reason Main Deck Appendix Change Management Framework – 2. Map the footprint (internal) Page 3 Threats Intense competition Dropping margins Mature markets in US and Asia Weaknesses Lacking in differentiation High revenue but low margin More of a market follower rather than an innovator Strengths Excellent product portfolio A top major appliances manufacturer Worldwide presence with 61 countries with manufacturing hubs
- 4. Strongly involved in charity work Opportunities Entering small appliances market Specialize in E-commerce sales Invest in R & D for more competitive products https://www.marketing91.com/swot-analysis-of-whirlpool/ Main Deck Appendix Change Management Framework – 2. Map the footprint (external) Page 4 Legal Anti-trust laws in industry Employment laws Data protection laws Health and safety laws Discrimination laws Environmental Climate change Natural disasters Attitude towards “green” products Attitude towards recycling and support of renewable energy
- 5. Technological Recent technological developments by competitors Technology’s impact on product offerings Rate of technological diffusion Political Trade policies might be different between regions of operation Pricing regulations Anti-trust laws related to appliances Political stability of countries of operations Economical Economic system of countries of operation Economic growth rate Inflation rate Interest rates Exchange rates & stability in currency of host countries Social Demographics and skill level of population Class structure and power structure in the society Culture of host countries (gender roles and social conventions) http://fernfortuniversity.com/term-papers/pestel/nyse4/895- whirlpool-corporation.php Main Deck Appendix 4 StakeholderLevel of Power (1-5)Engagement in Project (1-5) Board of Directors53 CEO53 CIO/CFO44 NAR ISC Directors35 Middle Managers24 Users13 Change Management Framework – 3. Identify and Assess Stakeholders Page 5
- 6. Power Interest CIO/CFO NAR ISC Directors Board of Directors CEO Middle Managers Users Keep Satisfied Manage Closely Keep Informed Main Deck Appendix Change Management Framework – 4. Estimate impact and work per areaStakeholder or GroupDescriptionGroup’s criticality to successHow change affects the audienceEffort required of the groupConcerns/Issues (what do they need?) Board of DirectorsHighest level decision makerLowFinancial performanceLowTo be informed at a high- level CEOResponsible for company’s overall successHighOverall firm’s performanceLowTo be informed at a high-level CIOResponsible for success of IT and the projectMediumIT’s performance and capabilities to adopt new technologiesLowTo be involved and be a “champion” of the projectCFOResponsible for approving the project based on financial prospectsLowFinancial success of the project reflects on their performanceLowTo be kept updated specifically on the financial performance NAR ISC DirectorsResponsible for the project’s successHighBudget will be freed up to spend on new initiativesHighSupport from CIO to prove that the project is important Middle ManagersDependent on the project to do their jobs efficientlyMediumMistakes will be minimized
- 7. HighTraining so they’ll be able to understand the technology and train the users UsersDependent on the project to do their jobs efficientlyHighProcesses will be simplified and work will be easierMediumTo be shown the benefits of the project 3 Introduction | Recommendation | Implementation | Financials | Risk Mitigation | Conclusion Main Deck Appendix Change Management – 5. Establish Change Plan (ADKAR Model) Page 7 Awareness of the need for change Desire to support the change Ability to demonstrate skills & behaviors Knowledge of how to change Ensure everyone involved or affected by the change understands its importance Understanding the change’s importance should drive a desire to achieve it Formal training should be used to set employees up for success After employees know how to change, they need to be supported throughout it Reinforcement to make the change stick Ongoing process to ensure the positive affects of the change aren’t lost Current
- 8. Transition Future Prosci’s ADKAR Model Directors through communication, middle managers through coaching Directors through communication, middle managers through coaching Project team through formal training and coaching Project team through hands-on engagement all throughout project Director at high-level, middle managers at a hands-on level Page 7 Source: Expert Program Management Step Description Leader & Actions Introduction | Technology | Process | People | POC | Timeline | Financials | Risks | Conclusion Change Management Framework – 6. Plan Stakeholder Journeys Page 8 Main DeckStakeholder or GroupUnwareAwareUnderstandCollaborateCommitAdvocate Board of Directors CEO CIOCFO NAR ISC Directors Middle Managers Users Current Desired
- 9. Appendix Change Management Framework – 7. Build an Engagement Plan Page 9 Main DeckCommunication/ActionKey Messages/Details Audience(s) TargetedDue DateMedium (channel)DevelopReview/ApproveDeliverStatus Responsibility Appendix Change Management Framework – 8. Execute, Monitor, Adapt, Improvise Page 10 Main Deck Keep stakeholders engaged to the level outlined in step 6 Assign employees to monitor and maintain the system Have a plan to deal with events, but understand that some unforeseeable issues may arise and need to be dealt with accordingly Action Items Appendix
- 10. Change Management Success Factors and Plan Page 11 Appendix Awareness Create change readiness by aligning and engaging leaders, defining impacts on key stakeholders, and clearly identifying change barriers Acceptance Change strategy by clearly articulating desired outcomes, developing a change roadmap, and designing a plan for effective communication Adoption Execute change by ensuring preparing employees, communicating effectively, and providing proper training Advocacy Integrate compliance initiatives into the organization by establishing and maintaining defined governance and tracking benefits and milestones
- 11. Suggested Tools Interviews, Impact Assessments, Stakeholder Journeys Suggested Tools Vision Map, Stakeholder Analysis Suggested Tools Leadership Action Plans, Communication Plan Suggested Tools Metric Scorecard, Transition Plan What does the production planning (production control) process look like? Page 12 They will be providing us with a job description which will give us this info Maybe we don’t need this slide, we can probably assume they know what the process is. We’ll have to make a decision on that. Probably build the slide then put it in the appendix and reference it during the presentation Appendix IAM Components that will drive business value for Whirlpool Page 13 Automate access requests
- 12. User reviews Enforce compliance requirements Self-service user portal Single-sign on Enforce password complexity Role based provisioning Day-1 Provisioning Automate de-provisioning Define SOD policy Detect violations Enforce policy across multiple systems Access Management Password Management Automated Provisioning Segregation of Duties Management Appendix