cgait presentation willowtree advisors 092314 copyright

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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CGAIT Conference September 2014- 2

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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CGAIT Conference September 2014- 6Copyright: WillowTree Advisors, LLC 2014


7/31CGAIT Conference September 2014- 7Copyright: WillowTree Advisors, LLC 2014


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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?



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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.



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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.



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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)



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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.



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! 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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! 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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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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! 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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! 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.



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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.




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How can I help the business understandhow to deal positively with the changes

required when implementing a new

technology?



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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.




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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.



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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



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