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TRANSCRIPT
Changing the Way People Use Technology
City Clerks Association of California
Records and Information Management Presentation
April 22, 2015
Session Objectives
• Learning the phases of Change
Management
• Understanding technology options and
changing processes
• Understanding the major challenges
associated with change
• Identifying factors of successful change
2
Background
3
• We are all agents of change
• Not everyone wants to be compliant or use new technology – fear, discomfort
• RIM elements or technology poorly designed makes for extra work
• Expectations of City Management
4
If no one is following, you are not a leader.
Change has to be driven not given.
CHANGE MANAGEMENT
5
Change Management is an approach to
transitioning individuals, teams, and organizations to a desired
future state.
Five Step Process
6
1. Recognize that technology will change the way people work
2. Acknowledge those who are involved and who is impacted
3. Develop the plan/adjustments for process adjustments
4. Train and communicate with employees on the necessary steps
5. Win employee buy-in with support and persuasion
7
People
Tools
Process
Criteria of “Successful” Change
8
• 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
9
Write Your Answers
1. What problems are you trying to
solve?
2. What problems do other
departments keep telling you
about?
10
It’s about winning people’s heads
and hearts to drive the business
case for a transformation.
11
Phases of Change Management
Phase 1 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!
12
KEY TO SUCCESS:
CHANGE IS EMBEDDED IN LEADERSHIP
Prepare impacted audiences
Listen to the voice of the
customer
Engage stakeholders
Creating the Vision
13
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
Today’s Information World
Shared Folders Email Content Archive System
Business Group 1
Business Group 3
Department 2
Department 3
Business Group 4
Department 1
Business Group 2
Silos of Information | Filing by Department
Employee
Employee
Employee
Employee
Employee
Employee
Employee Department
Department
Department
Creating the Plan
15
What steps will take the organization from today to tomorrow?
• Map out the steps
• For each step identify
– Scope
– Resources (people, $$)
– Timeframe
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
• What you need – “The Ask”
16
16
Creating a Value Proposition
17
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
18
Avoiding a Catastrophic Event
Has this already happened to you?
Making Change Happen
19
• Planning for new technology
• Communicating
• Marketing
• Education/Training
• Sustainment
20
What technology choices do I
have?
21
What Are My Choices?
ECM? DMS?
RMS? sharepoint
Where To Use Technology
22
1
Creation
2
Distribution
3
Use 4
Disposition
5
Archiving
User Control
Organization Control
23
Redesigning Processes
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?
24
Redesigning Processes
• 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”
25
When Processes Change
• Change procedures
• Redefine roles and expectations
• Socialize new processes for understanding
• Emphasize benefits
• Train to the new procedure
26
27
Implementing new technology
without rules (governance) is
like giving a car to a teenager
and sending them out on the
road.
Designing the New System
28
File plan/folder structure
Governance on working documents
Retention for working and final documents
Deciding about emails (in or out)
Deciding about drafts
System integration(s) – connecting to other systems
Define the Governance
29
Policy
Procedures, Standards
Ownership (of rules, information)
Access
Duplicates and drafts
Training
Updates
30
People
• Clearly defines the people impacted by the change, how they are impacted and why it’s important
Process
• What requirements have changed
• What processes will need to change
• How this will be laid out
End-User – Tools
• If technology is being added, what the end users will need to learn
• How this tool will make it easier for them and/or better for the company
• Why this is being added
Infrastructure – Tools
• How IT will support the new tools, thru changes to IT infra-structure
Change Management – Tools to Help
31 Communication!
Communication - Key Messages
32
• Simple
• Concise
• Value driven
• Repeatable
• Limit to 4 to 6
• Used by the entire team
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
33
What do you want them to know?
Communication Plan
34
1. Method by which information will be provided – static, pushed, etc.
2. Who is responsible
3. Who the audience is
4. How communication will be tailored for each audience
5. Frequency of messaging (this is critical, especially for lengthy initiatives)
35
Communication: Rule of 3
36
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!
Communication – Delivery Options
37
• Email Memos • Posters • Video boards • Newsletters • Intranet announcement • Graphs / Dashboards • Town Hall meetings • Department meetings • Postcards
38
EXERCISE
1. List 2 to 4 key messages for implementing a new system or replacing an old one.
2. Who will your audience be?
3. How will you let them know?
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
39
40
Does implementing technology go smoothly all the time?
Project Challenges
41
“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
Project Challenges, continued
42
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
Conflict Resolution: Employees
43
• 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
Conflict Resolution: Managers
44
• 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
Conflict Resolution: Be Careful!!
45
• 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
Take Aways
46
• 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
47
WOW! You Made It!
