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8/11/2019 CGAIT Presentation WillowTree Advisors 092314 Copyright
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CGAIT Conference 2014
September 23, 2014
Software Implementation and Change:
Helping Customers Deal Effectively with New Technology
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sWhats Change Got to Do With It?
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!
What drives change in an organization?! How do I experience change?
! What happens to an organization with newtechnologies?
! How can I help my clients adapt to new
technologies?
Copyright: WillowTree Advisors, LLC 2014
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What drives change in an organization?
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Internal and External Change Drivers
New
Technology
Business
Growth
Change inStrategy
NewLeadership
Desire for
IncreasedRevenue
Competition
Regulatory
Changes
TechnologyObsolescence
TechnologyAdvances
ExternalEnvironment
InternalEnvironment
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s
Why Do People Fear Change?
Changein
DailyWork
Lossof
Control
ChangesinJ
ob
Descriptions
Technologistsdontunderstand
Loss of
Historical
Data
Fiefdoms
Exposed
Uncerta
in
Future
Losso
f
Power
Fear of Job
Loss
Fear of
Inability to
Adapt
Knowledge
LossDue
to
Retirements,
Layoffs
ExtraWork
! New Business Processes
!
Human Resources Impacts
! New Data Formats
!
Shifts in Power Structures
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What happens to organizations when
new technologies are implemented?
Copyright: WillowTree Advisors, LLC 2014
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Technology Implementation Change ImpactsBusiness Process Changes
!
Definition Changes in processes
outside of the system affect worker
routines and requirements at all levels.
!
Impacts to Customers and Users Changes in Daily Work
Familiarity Destroyed, Confusion
Routines Disrupted
Extra Work Required During Transition
Potential for Duplicative Activities
Old habits take time to replace with newones
Results:
Lack of focus on business process change can cause confusionin the work environment, delaysin
normal work and processes, and user dissatisfaction. Workarounds may be activated, diminishing
effectiveness of new technology and reducing efficiency gains. Impatience with the learning curve
can result in refusal to fully utilize the new system, with tendencies to revert to former (and
comfortable) systems and technologies.
Copyright: WillowTree Advisors, LLC 2014
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Technology Implementation Change ImpactsOrganizational Changes
! Definition - Changes in roles and
responsibilities, staffing levels and/orleadership as a result of technology
implementation.
!
Impacts to Customers and Users
Potential for obsolete activities, roles &positions
Job responsibility changes
Retraining needed
Decreased productivity
Increased stress
Results:
The impact of organizational change may not be realized until the system is fully
implemented, causing further disruption in the environment, stress and
resentment.
Copyright: WillowTree Advisors, LLC 2014
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Technology Implementation Change ImpactsData Usability and Accessibility
! Definition Changes in the way
information is stored, resulting in
added work and/or the inability to
develop historical views with
information outside the data
conversion parameters.
! Impacts to Customers and Users
Loss of historical perspective
Loss of institutional knowledge due to
layoffs and retirements
Difficulties with reporting
Complex research from multiple
resources
Results:
The impact of changes in data formats and accessibility may not be apparent until criticalresearch and reporting needs are not met. Typically, this escalates to upper
management, who begin to question decisions made by the implementers. Duplicate data
can be held outside the system for reporting purposes, impacting data integrity. Old
systems cannot be retired and costs begin to escalate.
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Technology Implementation Change ImpactsPower Structure Changes
! Definition Subtle differences in
processes resulting in policy changes
with different controls/access
rights /information flow, that affect
the established order.
! Impacts
Loss of control
Fiefdoms exposed and threatened
Loss of organizational standing
Loss of power
Divided loyalties
Results:
When power structures are impacted, the effects can be felt
throughout the system. Implementation dissatisfaction may uncover
political overtones and have career impacts.
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How do I react to change?
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Change Activity Instructions
!
Please: Select a partner
Move to the open area of the room
Introduce yourself
Look at your partner carefully
Upon my signal, turn your backs to each other and change one thing
Upon my signal, turn back toward each other and SILENTLY identify the change
NOTE: this is a silent activity (after the introductions)
Copyright: WillowTree Advisors, LLC 2014
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!
How did the last change request differ from the first?! How confident did you feel as the changes accumulated?
! Did you add something?
! Did you take something away?
!
Did you look to see what other teams were doing?
! What was it like not to be able to talk?
! How did you feel about me as the change requests accumulated?
! How long did it take for you to put everything back the way it was?
Decoding Your Change Experience
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How Change Works
This model is the result of change theory research, andembodies the distinct stages of change.
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Change Model
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Facilitating Change Throughout Cycle
! Stage 1
Create clarity about reasons for change.
Create or use existing internal communication
vehicle for staff and communicate the objective
for the change.
Create rewards for successful implementation.
Give people the tools necessary to understandchange effort (training, presentations, overview,
coaching) and the change process.
Encourage care-taking and create the space
to do that.
Copyright: WillowTree Advisors, LLC 2014
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Facilitating Change Throughout Cycle
! Stage 2
Create support mechanisms (FAQs, Help Desk,buddy system, access to upper management).
Hold focus groups to hear peoples issues;address them honestly. Make commitments to
adjust things where possible.
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Facilitating Change Throughout Cycle
! Stage 3
Take action on what people need (discoveredin Stage 2 focus groups), address issues that
arise from initial practice.
Emphasize skill acquisition; the message here
is you can do it.
Assign meaningful work. Use mentors, as possible.
Find small successes to celebrate; encourage
people to continue process and keep focused
on implementation objectives.
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Navigating the Danger Zone
!
This is the stuck place without help,people can cycle among Stages 1, 2
and 3 for a long time.
! Help: assign a mentor, reach out to
others (e.g. isolation increases time in
Danger Zone).
! Depending upon depth and impact of
change, professional intervention is
necessary (e.g. counseling, meds, time
out).
!
Make a choice: part of the past or partof the future?
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Facilitating Change Throughout Cycle
Stage 4
Identify how far people have come sincechange introduction and create celebration
opportunities.
Brainstorm ideas to improve the process.
Assure that all processes and procedures
have been updated to reflect the new
approach.
Make specific plans to solidify new processes
within entire organization.
Begin evaluating current organizationalstructure to assure that it works in the new
environment; make necessary changes.
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Facilitating Change Throughout Cycle
! Stage 5
Create formal celebrations throughoutorganization.
Ask people to mentor those who are having a
difficult time adjusting to the change.
Begin codifying lessons learned through focus
groups, interviews or surveys.
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Facilitating Change Throughout Cycle
! Stage 6
Report on learning and recommend changes tothe basic program in preparation for continuing
the implementation.
Celebrate more (particularly acknowledge those
role models who got the agency through the
early stages).
Create outside publicity, where appropriate.
Officially call the cycle complete to make room
for the next change.
Copyright: WillowTree Advisors, LLC 2014
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Change Activity Debrief
!
Change is perceived as a take-away.! The more layers of change, the more
stress and the less creativity.
! All change is personal: WIIFM.
! Change stages are not jumpable
the progression may be fast or slow
but the cycle operates, regardless.
! The more emotional investment, the
slower the progression.
Copyright: WillowTree Advisors, LLC 2014
Copyright: WillowTree Advisors, LLC 2014
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How can I help the business understandhow to deal positively with the changes
required when implementing a new
technology?
Copyright: WillowTree Advisors, LLC 2014
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Ideas
! Regardless of where you are in the hierarchy, you are
pivotal in helping users adopt new technology.
! Keep your eye on the desired outcome: full and
contented adoption by all stakeholders.
! Identify all stakeholders early in the visioning, project
planning and requirements stages.
! Communicate with and involve stakeholders in decision
making and status reporting during the project.
! Clarify dates well in advance. Ensure that critical
activities required by the business unit are part of the
overall project plan, managed along with the technical
activities.
!
Clarify changes that will be required in the processes forall stakeholders.
! Involve the leadership of affected organizations.
Copyright: WillowTree Advisors, LLC 2014
Copyright: WillowTree Advisors, LLC 2014
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Ideas
! Help the leaders of the affected organizations understand
the potential impacts to work, to the organization, and to
any changes (such as data accessibility) that will impacttheir future state.
! Help the leaders of the organization envision the future
state and a path to reach that future state.
! Dont assume that a one or two-day training session will
suffice for transitioning to the new environment. Research
shows that old habits take nearly one year to break and
new habits are formed only by frequent repetition over a
minimum of 30 days.
! Plan the transition to the new technology and adoption
activities as carefully as you would the technical
implementation. Incorporate the Change Model techniques
into the transition plan.
Copyright: WillowTree Advisors, LLC 2014
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s
Reinforce
Leaders at all levels must be on board,
active, vocal and accountable
Messages must be planned,
consistent, frequent, specific and
targeted
Develop management systems that are
consistent with and supportive of the
changes in the business
Recognize and Reward
Find ways to recognize good
performance & progress toward
goals
Tie goals and processes to
incentives, evaluations and
reward processes
Address training and reskilling
Remove and Replace
Eliminate old forms, spreadsheets
Turn off old systems
Remove old mgmt processes,incentives, etc.
Put in new processes and tools
Address organizational incentives,
and performance management
Repeat
An ingrained habit can take up
to a year of repetition to change
Without repetition, the old ways
will creep back in.
Set realistic expectations of
the time and reps for adoption
!"#$%!&$()*+),
The 4 Rs of Technology Adoption
/adiotuib
Copyright: WillowTree Advisors, LLC 2014
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