Converging to paperless …

1. Converging to paperless… …a change management approach

2. Table of content • Why moving to a paperless organisation ? • Current situation • Consequences • By the way, what is “changing” ? • Impact of change • Resistance to change • Managing change in paperless projects • IRIS Values & Approach • What you should focus on • Return on experience

3. Why moving to a paperless organisation?

4. The Vision - Why moving to a paperless organisation? Paper-based organization is not efficient enough anymore….. Increasing competition requires agile organisation Changes in work environment 24/7, Home working, collaborative Security and confidentiality threats Crisis Environment Sustainable development & Green IT Increasing legal and compliance pressure Technology (from iPad to electronic signature)

5. Why moving to a paperless organization? Paper is a brake to your organization Paper slows down your expansion, weakens your profitability and competitiveness, Reduces your responsiveness to compliance criteria... • Your organisation needs to move to paperless processes… • …which is a major CHANGE for organisation!

6. By the way, what is “changing” ?

7. By the way, what is “changing” ?Impact of change on organization 92% of change efforts fail because of human issues! The main impacts and the main challenges concerning change are linked to humans Source : organizational dynamics, Jim Markowski Human Process IT System Paper Documents

8. By the way, what is “changing” ?Resistance to change Information won’t be safe anymore Humanbeingdoesn’tfearchange but… regression. It will underline weaknesses of existing procedures • Reject of the change… • leading to projectfailure • Loss of confidence in the company Automation will reduce flexibility I won’t be able to use applications instead of paper I will loose my status or my job by sharing knowledge • Decrease of motivation and productivity Vision break point Know-how break point Relation break point CHANGE MANAGEMENT

9. Managing change in paperless projects… …IRIS approach and experience

10. Managing change in paperless projects I.R.I.S. Values • A successful project is a project that is used... • Assess change impact • Active listening • Big-bang vs. stepwise approach (quick wins) • Get people on-board • Build on common vision • Communicate (raise awareness, educate, train) • Involve people • Practical Approach • Actions and tools based on hands-on experience • Proceed by iterations and aim continuous enhancement

11. Managing change in paperless projects I.R.I.S. Approach Phase 4 Reinforce Change Phase 3 Implement change Manage change is the ability to turn risk into opportunity... Phase 2 Analyse Change Phase 1 Prepare Change

12. Managing change in paperless projects Think about... Phase 1 Prepare Change

13. Managing change in paperless projects Focus on paperless strategy Phase 1 Prepare Change Internal – Individual level “Change habits” • Incentive : “think before you print”, “paper-cut incentive program” • Restrictive : reduction of print devices, control of printed volumes • Capture paper at office’s entry (digital mailroom, pre-scanning) • Capture information from application (reduce need to print) • Reduce paper flow by setting up collaborative ECM platforms (workflow, BPM,...). Internal – Organisation level “Reduce volume and paper flows” • Develop e-communication (mails, web sites, e-forms,...) that brings added value to other parties • Foster client self-service approach (collaborative site, B2B) External – Global level “Change interactions with clients, partners and suppliers ”

14. Managing change in paperless projects I.R.I.S. Approach Phase 4 Reinforce Change Manage change is the ability to turn risk into opportunity... Phase 3 Implement change Phase 2 Analyse Change Phase 1 Prepare Change

15. Managing change in paperless projects Focus on... Phase 2 Analyse Change

16. Managing change in paperless projects Focus on communication Phase 2 Analyse Change Workshop is the most efficient way to assess user reactions and to communicate Explain reason of change and benefits Assess capacity to change and resistances of each entity Show and do with prototypes Indentify driving forces among teams and identify leverages to convert resistances Make suggestions to reduce impact on users Involve committed users in order to define features and procedures Identify people in favour of change Define suitable action plan Gain confidence and support

17. Managing change in paperless projects I.R.I.S. Approach Phase 4 Reinforce Change Manage change is the ability to turn risk into opportunity... Phase 3 Implement change Phase 2 Analyse Change Phase 1 Prepare Change

18. Managing change in paperless projects Do not forget to... Phase 3 ImplementChange

19. Managing change in paperless projects I.R.I.S. Approach Phase 4 Reinforce Change Manage change is the ability to turn risk into opportunity... Phase 3 Implement change Phase 2 Analyse Change Phase 1 Prepare Change

20. Managing change in paperless projects Do not forget to... Phase 4 Reinforce Change

21. Managing change in paperless projects Create a change dynamic Phase 4 Reinforce Change • We assist you in carrying on change • Deploy other entities, other processes,… • Monitor and improve continuously your organisation based on KPIs • Address further business needs and challenges based on user’s feedbacks and document capture follow up • Leverage I.R.I.S. products scalability • Increase quality • Anticipate and simulate change with versatile features • Manage user or load increase • Add IT interactions thanks to connectors to increase automation, information sharing, data consolidation… • Step-by-step move to workflow (parallels flows and measure benefits and gains). There is no arrival line, change is continuous…

22. Managing change in paperless projects Return on experience • Elements of Approach : • A step-by-step approach : first implementation in the most “paper-facing” department. • Key users identified and involved in the preliminary analysis. • Gain Business Line Management’s sponsorship. • Communication plan : what are we going to do ? Why ? When ? What will change for you ? • Start production with pilot groups then extend. • KPIs measurement : document processing, search time,. • Outcome : • Projects extended to several departments • Large adoption by users and management • Increase of productivity (e.g.: disaster file are treated in a shorter duration) • The client • A Luxembourgish Insurance Company • Project’s Objectives • Reduce Paper Volume • Increase productivity and security • Challenges • Different openness to change • High volume of documents • Specificity per department

23. Managing change in paperless projects Conclusion It’s now time to move to paperless Let’s talk about you! It’sa human project I.R.I.S. can assist you in managing this change

24. Question time Thankyou for your attention! Eric Balzer Senior ECM Consultant Bâtiment Alto, Rue des Trois Cantons, 11, Windhof, L-8399, Luxembourg Tel: +352 39 03 26 - 247 |Mobile : +352 621 24 64 70 E-mail:  eric.balzer@iriscorporate.com Web:     www.ecm.irislink.com  |  www.iriscorporate.com Emeric Martin Business Analyst Bâtiment Alto, Rue des Trois Cantons, 11, Windhof, L-8399, Luxembourg Tel: +352 39 03 26 - 249 | Mobile :+352 621 361 993 E-mail:  emeric.martin@iriscorporate.com Web:     www.ecm.irislink.com  |  www.iriscorporate.com Feel free to get in touch with us. You are warmly welcomed!