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Change Management and Implementing Technology
OCARMA Presentation February 18, 2016
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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.
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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.
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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.
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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.
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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?
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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
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Making Change Happen Understanding the “current” picture
Planning for new technology Communicating Marketing Education/Training Sustainment
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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
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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.
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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.
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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?
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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.
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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.
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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.
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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.
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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.
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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.
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When Processes Change Change procedures
Redefine roles and expectations Socialize new processes for understanding Emphasize benefits Train to the new procedure
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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
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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
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Communication! 22 But not every project goes well. Why? Well, let’s look at some of the major problems or conundrums that are experienced.
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Communication - Key Messages
Simple Concise Value driven Repeatable Limit to 4 to 6 Used by the entire team
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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?
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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)
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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!
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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.
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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
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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.
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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
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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
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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
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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
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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
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Website: www.2kaizen.com
Thank You! Helen Streck President/CEO Website: 35
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