1. Understanding the Big Picture for Your Change Strategy LaToya Gilbert and Wendy Beck – May 20, 2014

2. 2 Learning Program Manager wendy.beck@wellpoint.com Learning Manager latoya.gilbert@amerigroup.com

3. Who We Are: WellPoint/Amerigroup We have 17 years of experience providing access to health care, focusing solely on federal and state programs, to help those who just need a little help We’re one of the first companies to integrate coordination of physical, behavioral and social needs while emphasizing community-based care Amerigroup was acquired by WellPoint, Inc., and now operates as part of WellPoint’s Government Business Division (GBD) We are now part of the largest provider of solutions to public health care programs, covering more than 4.3 million members across 19 states 3

4. Time People 4 Leaves Seasons Weather

5. Before we continue… “I like to move it, move it”

6. 6 What happens when people experience change?

7. 7 Change Curve http://4.bp.blogspot.com/-hPd6qKX86Tg/UF7dIqaedtI/AAAAAAAAExg/5lX6eUX2P10/s640/Transition+Curve.png

8. 8 Performance Consulting

9. 9 Scenario #1 Manager requesting training Team going live with a new product No training available New manager

10. 10 Scenario #1: Conducting Analysis Ask questions to get an understanding of what is going on from their perspective Observe associates to determine if what they say is what they are doing

11. 11  Have the tools/resources to do their job  Number of cases expected to manage  Little communication about what’s coming  Do not have clear expectations about transition  Face-to-face visits Scenario #1: Findings

12.  Communication plan for implementation  Revisit expectations for case load  Reset expectations for care coordination vs. complex case management  Continue with plan for rounds revamp and Q&A tool  Coaching/mentoring through complex case management  Evaluation for implementation Scenario #1: Recommendations

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14. 14 Scenario #2 Request for communications New technology implementation across team Two new leaders promoted in middle of technology rollout

15. 15 Scenario #2: Conducting Analysis Ask questions to get an understanding of what is going on from their perspective Observe associates to determine if what they say is what they are doing

16. 16 Massive nationwide product overhaul in progress Many/Most working 50+ hours a week Located across the US plus some internationally Communications easy to miss in vast amount of emails coming in Frustrated about transitioning to new system in the middle of so much work Love the old system, even with its limitations New leaders focused on workload, everything else second in line Scenario #2: Findings

17.  Met with new leaders to clarify work and expectations, and to get commitment  Identified blended learning training solution Online learning (available 24/7) outlining new system, core functionality, key concepts Processes and procedures made available online Multiple Q&A sessions scheduled  Communications included consistent, specific, clear subject line for easy identification  Communications were short, to the point, not flashy but still friendly  Monitor feedback Scenario #2: Recommendations

18. 18 Let’s practice!

19. 19 Practice Scenario  Listen to the following scenario  Determine which questions you need to ask in order to help the client  Using your template, document the recommended change plan

20. 20 Practice Scenario: Customer contacts us requesting training  Restructure of customer service organization  New manager with new team alignment  Taking over administrative tasks to allow the other group to focus on customers  Using same systems

21. 21 Practice Scenario: What questions would you ask ? ? Reminder: People Process Technology Metrics Reminder: People Process Technology Metrics

22. 22 Practice Scenario: Conducting Analysis Reminder: What did you hear? Reminder: What did you hear?

23. 23  Finding Practice Scenario: Findings Reminder: Summary of what you heard Reminder: Summary of what you heard

24.  Recommendation Practice Scenario: Recommendations Reminder: Report-out to the business Should be actionable steps in support of the overall change strategy Reminder: Report-out to the business Should be actionable steps in support of the overall change strategy

25.  Take a look at the big picture to understand how you can effectively impact people experiencing change  Meet with the leader AND the associates to get a clear understanding of the issue (perspectives)  Identify the non-negotiables upfront  Tie metrics to business results to ensure you can measure the impact Best Practices/Tips & Tricks

26. Questions

27. 27 Learning Program Manager wendy.beck@wellpoint.com Learning Manager latoya.gilbert@amerigroup.com

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