Change Measurement Workbench Introduction January 2012

2 Change Measurement Vision The Change Measurement Workbench (CMW) will revolutionize the way we plan and deliver Change programs. A heightened focus on Analytics will drive more consistent results and a tighter link to value. Our Vision: –All projects use a comprehensive, data-driven approach to guide people and change decisions. –The tool and outputs are integrated with the Accenture Change Framework and drive the day-to-day work of the project team. –The outputs are easy to read, create a compelling story for our clients and lead to predictive insights and clear actions on a project.

3 What is Critical to Success? Based on Accenture’s deep Change Management experience we know what drives a change project success. With data from the CMW we will be able to prove the following are critical to project success: –Experience of the client team –Experience of client with types of project (e.g. Big SAP) –Sponsorship engagement early and continued –Navigation activities (e.g. Journey Map) –Leadership activities –Resource Balancing and other org design activities are important –Continuation of the Change effort 6-9 months post go-live For instance, Adoption and Commitment does not come till after go-live …and that the following is true: –Five to ten critical behaviors drive the dollars –Communication decreases resistance But what is the best timing? –People predict that change is worse than it is when asked in advance (with the caveat that the technology works)

4 We expect to find… …that we can definitely answer a number of questions that arise at the start of every change project: –When is the right time to begin communication and when do we drive communications into the organization? –What is the optimal (and the minimum) number of people to attend training? –What is the best curriculum mix? –How much training is actually required? –What activities drive people up the Commitment Curve? –What activities drive Sponsorship commitment and understanding? –What critical behaviors need to change for the project to be successful?

Change Measurement Workbench: Web Version Introduction January 2012

6 Change Measurement Across the Project Lifecycle The overall tool will include different elements that cover all aspects of the project. The tool is web based to streamline data collection. –A tab for each major area; but none are mandatory –Dashboard updated monthly –Project setup completed once at project inception; update as needed –Data entry tabs updated monthly –Report printing capabilities for each tab –Straight forward change survey for pulse/full surveys –Data is combined for Analytics; trend analysis, research, and root cause analysis across projects

7 Dashboard A one-stop dashboard will be presented for each month of the project. This allows for quick and easy reporting

8 Project Set-up This tab will include all the specific details on the project. Depending on the size and nature of the project different tracking elements in the tool will be turned on or off. The underlying business case value will also be captured.

9 Business Metrics A predictive approach to business metrics allows us to communicate expectations with leadership, and ultimately, customers. The “y” axis on the model becomes these business metrics. This ensures the Program Management and Change Management efforts are aligned and ensures a link back to the original business case.

10 Sponsorship The Sponsorship tab utilizes a detailed sponsorship monitoring process that should be started in the Blueprint phase. Action items are developed each month and marked when completed.

11 Stakeholder Management The Stakeholder tab will capture the segmentation of the key stakeholders and track each group as they move up the Commitment curve.

12 Monitoring Behavior Change The holy grail of Change Management is tying the detailed, desired behavior change to business value and then monitoring the actual observed behavior change through the lifecycle of the project.

13 Quadrant Model Survey Based on Accenture’s 15+ years experience with the Quadrant Model we will reinvigorate the Change Readiness survey. Questions are focused on the quadrants of the model. They are very specific to the change process and the current challenges facing projects.

14 Change Readiness (or Go-Live Readiness) A consistent and comprehensive approach to change readiness is critical. It needs to cover all elements of the Quadrant Model. The Change Readiness results can then be included in the project wide “Go/No Go” decision making process.

15 Sustain Change Management activities do not end at Go-live. We monitor the organizations actual experience as the change is embedded into the culture.

16 Accenture’s Change Model At a strategic level we think of change across four dimensions… Change Navigation “What management mechanisms will help the organization optimize its investment?”  Program management framework (direction and pace of change)  Models/methodologies  Measurement strategies  Technical/business architecture  Set change objectives and priorities Change Leadership “How can we help the organization’s leaders effectively champion the change?”  Establish shared executive vision and communicate it to organization  Develop a sponsorship program  Provide leadership with coaching/facilitation  Set expectations during change Change Enablement “How do we give users the tools and support to be successful with the change?”  Design the organization/jobs  Revise workflows/procedures  Redesign physical environment  Design new/modified jobs  Training and performance support Change Ownership “How do we help users feel like part of a change vs. victims of change?”  Plan communications and involvement activities  Educate impacted personnel on the change process  Develop local action teams and facilitate implementation  Deliver focused benefits DemandSupply Macro Micro