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When Change Runneth Over:

When Change Runneth Over:. Lessons Learned From Implementing Multiple Change Projects Simultaneously PDN Presentation July 2013. Change Network. A Change Network was established consisting of Power Users, members of the Project Teams and CF Senior Leadership

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When Change Runneth Over:

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  1. When Change Runneth Over: Lessons Learned From Implementing Multiple Change Projects Simultaneously PDN Presentation July 2013

  2. Change Network A Change Network was established consisting of Power Users, members of the Project Teams and CF Senior Leadership • Power Users – Key Elements for Success • Regularly scheduled meetings and web conferences to communicate information and receive feedback from sites and process areas. • In-depth training and participation in testing to learn new systems. • Developmental plans and stretch assignments designed to increase level of competency and foster professional development. • Conducted End User training creating in-house capacity at each facility. • Initial point of contact for End User support during and post Go Live.

  3. Change Management Lead Role

  4. Lessons Learned….. • The volume of change undertaken simultaneously must be carefully weighed beforehand • Be involved from the start – it is much harder to catch up • Ensuring consultant “fit” is a key driver of success • Having employees as members of the change management team is critical • Securing external, expert resources is a worthwhile investment (e.g. ROC Group for communications support) • Integrated change delivery services are key to overall success • Change management’s work doesn’t end at go-live • Flexibility, adaptability and persistence support project progress and personal sanity • Commitment to collaboration must be a guiding principle

  5. Key Components of Success

  6. Change Gaps Vision Vision Vision Vision Vision Successful Change Skills Skills Skills Skills Skills Incentives Incentives Incentives Incentives Incentives Confusion Resources Resources Resources Resources Resources Anxiety Action Plan Action Plan Action Plan Action Plan Action Plan Gradual Change Frustration False Starts Adapted from Managing Complex Change model by Ambrose, 1987

  7. The Inevitable “Valley of Despair” With Change Management maximum performance increase can be achieved View Change as a process, not an event Without Change Management predictable outcome cannot be achieved Performance Program Lifecycle Start of program Go-live “Valley of Despair” Time • This “Valley of Despair” is normal and should be expected. • With a strong Change Network, this valley can be minimized and post Go-Live performance can be achieved.

  8. The Three Key Pillars of Successful Change Management Change Readiness & Acceptance Communications& Sponsorship Organizational Alignment Training & Performance Support The objective of Change Management is to achieve successful implementation and acceptance of changes through:

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