VIP’s Change Management approach for SAP implementations- Index

1. VIP’s Change Management approach for SAP implementations-Index • Approach • Communication Strategy • Sponsorship Network • Training Strategy • Organizational Impact Analysis Virtual Intelligence Providers, LLC - Proprietary and Confidential - 2004 -2012

2. VIP’s Change Management approach for SAP implementations- • The change management approach for SAP implementations will be divided into four fronts: • Communication • Sponsorship Network • Organizational Impact • Training • Each of these fronts interrelate with each other to facilitate organizational change and the implementation as a whole Virtual Intelligence Providers, LLC - Proprietary and Confidential - 2004 -2012

3. VIP’s Change Management approach for SAP implementations- Communication front Sponsorship Front Organizational impact Training front Virtual Intelligence Providers, LLC - Proprietary and Confidential - 2004 -2012

4. VIP’s Change Management approach for SAP implementations- Communication Strategy • The communication strategy aims to keep the final user informed of the implementation process, timeframes and changes that will come with the new system. However, the main goal is to create a feeling of ownership among the final users. In order to achieve this the communication strategy most follow four different stages: • Awareness Stage • Understanding Stage • Commitment Stage • Ownership Stage Virtual Intelligence Providers, LLC - Proprietary and Confidential – 2004 -2012

5. VIP’s Change Management approach for SAP implementations- Communication Strategy • Awareness Stage: Creates awareness that a new system is coming and that the implementation is critical for the success of the organization. A feeling of “burning platform” is created. Final users know something good is coming but have no understanding on how this is going to affect the organization, their department and their job. • Understanding Stage: Clarifies the magnitude of change at all levels of the organization. Gives the final user a clear view of how the new system is going influence his day to day job activities. During this stage user expectations are aligned to the real scope of the implementation. Virtual Intelligence Providers, LLC - Proprietary and Confidential - 2004 -2012

6. VIP’s Change Management approach for SAP implementations-Communication Strategy • Commitment Stage: The final user understands that change is eminent and that they are critical to the success of the implementation. There is credibility that the new system works and will meet the expectations that were created throughout the departments. • Ownership Stage: The new system becomes part of the organizational culture and facilitates other initiatives related to the implementation. Virtual Intelligence Providers, LLC - Proprietary and Confidential - 2004 -2012

7. VIP’s Change Management approach for SAP implementations-Communication Strategy • What is the timeframe for each of these stages? Awareness Understanding Commitment Ownership Level of ownership The communication plan will be developed in accordance with these four stages. The topics and key messages of each stage will be delivered through the available communication channels. System goes live Time Virtual Intelligence Providers, LLC - Proprietary and Confidential - 2004 -2012

8. VIP’s Change Management approach for SAP implementations-Sponsorship Network • The sponsorship network key objective is to use leaders at all levels of the organization to actively promote and sponsor the project. The sponsorship network is used as a communication channel to cascade information from top to bottom and vice versa. It is also very effective for training purposes since change agents can be used as trainers. • The sponsorship network is formed by: • Change Leaders: Generally this role is assumed by the department heads of the departments affected by the implementation. Their main responsibility is to be the link between the change agents and the steering committee. • Change Agents: Generally this role is assumed by those employees in leadership positions within a department. However, those employees that are known for their leadership among their peers may also be selected as change agents. Their main responsibility is to be the link between the final users and the change leaders. Virtual Intelligence Providers, LLC - Proprietary and Confidential - 2004 - 2012

9. Final Users Final Users Final Users Final Users Final Users Final Users VIP’s Change Management approach for IT Rollouts & implementations- Sponsorship Network Sponsorship network structure Steering Committee Region “A” Change Leader Region “B” Change Leader Region “C” Change Leader Key user Change Agent Key user Change Agent Key user Change Agent Key user Change Agent Key user Change Agent Key user Change Agent Virtual Intelligence Providers, LLC - Proprietary and Confidential - 2004 - 2012