1. Change Management and Implementing Technology
OCARMA Presentation
February 18, 2016

2. Session Objectives Learning the phases of Change Management
Understanding technology gives options and require changing processes
Understanding the major challenges associated with change
Identifying factors of successful change
The session title said “Good” not perfect not ideal. Perfection is the enemy of good – and of progress -- in rolling out RIM programs. It is an evolution to strive for, but not to be paralyzed by.

3. Background We are all agents of change
Not everyone wants to be compliant or use new technology – fear, discomfort
Value of RIM elements or technology poorly designed makes for extra work
Expectations of Management
Technology implemented without understanding the work flow for documents can actually take more work than before technology is added. People will try to do work arounds to avoid using it. Then the “official” record the ability to keep all information associated with a topic fails.

4. Change Management is an approach to transitioning individuals, teams, and organizations to a desired future state. 4
If you are changing from paper to electronic or from one system to another system you need to use Change Management technics.

5. Five Step Process
Recognize that technology will change the way people work
Acknowledge those who are involved and who is impacted
Develop the plan/adjustments for process adjustments
Communicate and train with employees on the necessary steps
Win employee buy-in with support and persuasion
Communication starts when the project starts. Surprising people is usually the worst way to influence them to change.

6. Criteria of “Successful” Change
Answering “What’s in it for me?”
Answering “Why does the organization need to do this?”
Communicating regularly, and allowing feedback
Providing effective education/training
Countering resistance when it arises
What is in it for me and what is expected of me? What do I have to learn new?

7. Phases of Change Management
Preparing for change
Define your goal(s)
Identify your target audience
Determine their level of change impact
Create your strategy for before and after the change
Understand your audiences WIIFM
Confirm your sponsors
Define your success metrics
Phase 2
Managing change
Develop your plan: communication, training, stakeholder engagement, measuring success
Implement plan
Ensure sponsors are continually engaged
LISTEN!
Measure efforts and results
Phase 3
Reinforcing change
Implement your after-launch support plan to include:
Collect and analyze feedback and metrics
Diagnose gaps and manage any resistance
Develop gap plans
Continue to engage sponsors
RECOGNIZE and REWARD desired behavior! 7
Phases of Change Management

8. Making Change Happen Understanding the “current” picture
Planning for new technology
Communicating
Marketing
Education/Training
Sustainment

9. Creating a “Picture” of Today
Silos of Information | Filing by Department
Business Group 1
Business Group 3
Department 2
Department 3
Business Group 4
Department 1
Business Group 2
Employee
Department
Shared Folders
Content
Archive System

10. Creating the Vision
When the new technology is operating, how will things be better?
Why is the technology needed?
What specific records or information problem(s) will it solve?
How does it address the problem(s)?
Try to paint a picture
If people are in the field and need to share information in the main office / City Hall – what issues do they have? Can you begin to use the words they stated in the problem statement as part of the vision for resolving the issue.
We have grown accustomed to how we do work, to the point that often anything new introduced is seen as “foreign.” We have always done it this way, this is the way I am used to seeing it. Do you questions why you do what you do and then try to understand how technology can make you more effective.?
Use the Cambia file plan process as an example.

11. Creating the Plan
What steps will take the organization from today to tomorrow?
Map out the steps
For each step identify
Scope
Resources (people, $$)
Timeframe
If people are in the field and need to share information in the main office / City Hall – what issues do they have? Can you begin to use the words they stated in the problem statement as part of the vision for resolving the issue.
We have grown accustomed to how we do work, to the point that often anything new introduced is seen as “foreign.” We have always done it this way, this is the way I am used to seeing it. Do you questions why you do what you do and then try to understand how technology can make you more effective.?
Use the Cambia file plan process as an example.

12. Getting Executive Buy-In
Don’t bring them a problem; bring a solution
What “Good” looks like: the vision
How to get there: the plan
Align with organization goals
Value proposition 12
They know there is a problem!
Just because you understand how important this is, don’t assume others do too?

13. Creating a Value Proposition
Which benefit(s) will get attention?
Reduced litigation exposure
Lowered costs (information storage, maintenance)
Better transparency (for citizens, employees)
Easier collaboration
Ability to make faster business decisions
Avoiding catastrophic events as a value is very hard to sell unless it has already happened. Management expects us not to let a catastrophe happen.

14. What technology choices do I have?14
First of all, there are many choices. If you have planned well, then you know what problem you are trying to solve, so you will have an idea of what functions / capabilities a system must have.

15. What Are My Choices? ECM? DMS? RMS? sharepoint 15
Learn the systems, what they can offer, understand their base module and packages – this is just a sample to let you know that there are many options. We tend to buy what our peer has been using without understanding how they got it to work so well.

16. Implementing new technology without rules and procedures (governance) is like giving a car to a teenager and sending them out on the road without road signs. 16
Then we wonder why people crash why it was difficult or why we have a new/different mess to clean up.

17. Redesigning Processes
New technology provides an opportunity to look at how work is done:
Are all of the current steps necessary?
How can something be done smarter?
Will the system provide a simpler approach?
What needs are not being met now?
With new technology – how will “work” change? I always assume it will change and then you have to update/change a lot of procedures.

18. How to Redesign a Process
Understand how it’s done today
Work with those who do it
Map it out (the “as is”)
Identify “pain points”
Brainstorm new ways to do it
Identify ways that technology can help
Use to develop the “should be”
So the more processes that have to be changed the more you will repeat this activity. And document document.

19. When Processes Change Change procedures
Redefine roles and expectations
Socialize new processes for understanding
Emphasize benefits
Train to the new procedure

20. Designing the New System
File plan/folder structure
Governance on working documents
Retention for working and final documents
Metadata requirements
Search functions/reports
Deciding about s (in or out)
Deciding about drafts
System integration(s) – connecting to other systems

21. Define the Governance Policy Procedures, Standards
Ownership (of rules, information)
Access
Duplicates and drafts
Training
Updates
At least draft your planned governance before talking to vendors

22. Communication! 22
But not every project goes well. Why? Well, let’s look at some of the major problems or conundrums that are experienced.

23. Communication - Key Messages
Simple
Concise
Value driven
Repeatable
Limit to 4 to 6
Used by the entire team

24. What do you want them to know?
Communication Plan
Defines who, what, when and how
Direct vs. Indirect
Amount of information
Layer the information
Language: Don’t use technical lingo
Routine communication is critical
Small bite-sized amounts
How – is Are there other groups who do messaging that you can partner with to get one key IG concept included in their business (e.g., exiting employees processes gets included in HR’s plan for managing the exiting employee process)
Layering speaks to making sure executives and managers are informed before staff
Timing – how often do you send out information
Language – 10th grade – simple terms
Once a year is not good - if you want to get to good you have to find ways of getting your message (messages) to the staff
Bite size – one idea at a time.
RIM is multi-faceted and giving them everything at once does not work. Build it into the organization’s work.
What do you want them to know?

25. Communication Plan
Method by which information will be provided – static, pushed, etc.
Who is responsible
Who the audience is
How communication will be tailored for each audience
Frequency of messaging (this is critical, especially for lengthy initiatives)

26. Communication: Rule of 3
Tell them what’s happening and that new work is coming their way
Tell them how the new work will affect them
Tell them when it is schedule and what they need to know to be ready
Don’t surprise people!

27. Communication – Delivery Options
Memos
Posters
Video boards
Newsletters
Intranet announcement
Graphs / Dashboards
Town Hall meetings
Department meetings
Postcards
Your choices are limited by your imagination. Draw diagrams and pictures.

28. Training and Education Plan
Sets baseline of understanding
Uses the language of the organization
Different training for different levels
Educates about:
Why this must be done
Value for the organization
Consequences and results
WIIFM
Language – don’t use technical lingo.
Different levels – executives vs. line staff; sponsors, key stakeholders, responsible parties

29. Does implementing technology go smoothly all the time?29
But not every project goes well. Why? Well, let’s look at some of the major problems or conundrums that are experienced.

30. Project Challenges “We’ve always done it this way”
Personalizing (information, processes)
Not taking the time to plan
Missing or inadequate governance
Not having the right people on the bus
Not understanding the business processes – considering the impact
Failing to keep sponsors engaged
Why do people block or resist change

31. Project Challenges, continued
Trying to “force” timelines for implementation
Underestimating how much change management will be needed
Making a new system follow old rules
Not re-designing processes to gain the benefits of technology
Migrating ALL old data to new system

32. Conflict Resolution: Employees
Not everyone will be happy about the change
Explaining the “why” really helps
Consider how to divide work into “bite- sized” efforts
Be prepared to draw a bottom line
Explain that the organization has invested money in this project
Emphasize benefits (public, organizational)
Be sure that expectations are clear for what their staff needs to do and the time required
Personal goals – add in for compliance
Have an escalation process – involve sponsors

33. Conflict Resolution: Be Careful!!
Don’t personalize issues or take comments personally
Stay the course
Don’t make up new answers because they don’t like the old ones
Be committed
Ask how you can help them get it done

34. Take Aways Know the current state of IM Define your “ideal” state
Describe realistic improvements and initiatives that will help reach it
Understand your technology options
Write out new processes
Develop a plan for the implementing change

35. Website: www.2kaizen.com
Thank You!
Helen Streck
President/CEO
Website: 35