driving gis adoption through organizational change …
TRANSCRIPT
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Driving GIS Adoption through
Organizational Change ManagementDavid Schneider
Jennifer Vaughan-Gibson
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Agenda
1. Technology Change Management Process
Overview
2. Implementing Technology Change
3. Next Steps
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Change verb \ˈchānj\
: to become different
: to make (someone or something) different
: to become something else
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“Organizational change management is a leadership induced
process that involves transformational organizational change that
leadership controls and sustains. It requires leadership
dedication, involvement of employees at all levels, and constant
communication. Transformational change is strategy-driven and
stems from the top of the organization.”
- Harry Hertz, Baldridge Performance Excellence Program, NIST
Change
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Successful Technology ChangePhases of a Change Project
Business NeedConcept and
DesignImplementation
Post-Implementation
Source: Prosci ADKAR Model Overview, 2017
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Successful Technology ChangePhases of Organizational Change Management
Phase 1: Preparing
for Change
Phase 2: Managing Change
Phase 3: Reinforcing
Change
Source: Prosci ADKAR Model Overview, 2017
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Expected vs. Poorly ManagedProsci® ROI of Change Management Model
Poorly Managed Change Cash
Flow
Expected Cash
FlowN
et ca
sh
flo
w o
f p
roje
ct p
erio
d
+
-
0
Time (periods)
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The Human Factors that Determine the ROI
How well are individuals
performing compared to the
level expected in the design
of the change?
How many employees
(of the total population) are
demonstrating “buy-in” and
are using the GIS ?
How quickly are people up
and running on the ArcGIS
Platform?
Speed of Adoption Ultimate Utilization Proficiency
Source: Prosci, Inc. 2017 www.Prosci.com
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ADKAR Model for Individual and Organizational Change
Awareness
Desire
Knowledge
Ability
Reinforcement
Source: Prosci, Inc. 2017 www.Prosci.com
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Phase 1: Preparing for Change
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Preparing for ChangeStrategizing for Change
• Building Awareness
• Resistance Planning
• Build Change Team
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ADKAR Model for Individual and Organizational Change
Awareness of the need for change
Desire
Knowledge
Ability
Reinforcement
Source: Prosci, Inc. 2017 www.Prosci.com
“I see how ArcGIS
can help me do my job.”
“That’s really cool!”
“Do we have this software?”
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Building Awareness: Winning Hearts and Minds
Why?
Why me?
Why NOW?
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Building Awareness Activities
• Demonstrations
• Line of Business Liaisons
• One on One Meetings
• Surveys
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Managing Resistance to Adopting GIS
• Prevention
• Planning
• Reactive Management
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Understanding ResistanceCulture
• Past Success
• Complacency
• Bureaucracy
That’s not how I do it. That’ll be too much trouble
to get approved
If it’s not broken, why fix it?
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• Lack of needed training
• Low skills leads to high resistance
• Misuse of technology can lead to
poor experience
Understanding ResistanceKnowledge and Skills
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• Rumors
• Too much emphasis on pain
• Lack of education on value of
change initiative
Understanding ResistanceMisinformation
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• Failed change initiatives
• More pain than gain in past
• Lack of long-term sustainment
Understanding ResistancePast Experience with Change
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• Too much too soon
• Change efforts without planning
• Short-sighted planning
Understanding ResistanceChange Fatigue
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Build Your Change Team
Establish a committed team of:
-A representative of various business areas
- i.e. Police, Fire, Planning
-A representative of various operational areas
- i.e. IT, Sales, Marketing
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Know Your Stakeholders
Technology Change
Champions
Helpers
Bystanders
Resisters
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Phase 2: Managing Change
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ADKAR Model for Individual and Organizational Change
Awareness
Desire to participate and support the change
Knowledge
Ability
Reinforcement
Source: Prosci, Inc. 2017 www.Prosci.com
“I see how ArcGIS
can help me do my job and I want
to do what I can to help.”
“I want my team to start using
this.”
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Building Desire to Change
Win the Hearts and Minds
Win Hearts then minds…
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Building Desire: Winning Hearts and Minds
Why?
Why me?
Why Now?
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Winning Hearts…
• Change elicits emotional response
• Be proactive about pain vs. gain
• Provide short and long term vision
WIIFM?
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Establish a Sense of Urgency
Why?
Why me?
Why NOW?
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ADKAR Model for Individual and Organizational Change
Awareness
Desire
Knowledge of how to change
Ability
Reinforcement
Source: Prosci, Inc. 2017 www.Prosci.com
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ADKAR Model for Individual and Organizational Change
Awareness
Desire
Knowledge
Ability to implement the change
Reinforcement
Source: Prosci, Inc. 2017 www.Prosci.com
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ADKAR Model for Individual and Organizational Change
Awareness
Desire
Knowledge
Ability
Reinforcement to keep the change in place
Source: Prosci, Inc. 2017 www.Prosci.com
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Change Overview: ArcGIS Pro deployment and ArcGIS Online for GIS
modernization
Business Outcomes:
Breaking down data sharing silos
Utilizing modern tools for creating information products for decision support
Stakeholders Impact(s)
Resource Specialist +Adopt new technologies
- Stop using old tools
+ Share information across their
organization
Forest Ranger
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Communicating the Impact and Implications to Stakeholders
Communicating the Change
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Communication Tools
• Strategic Plans
• GIS Working Groups
• Outreach Initiatives
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Geospatial Strategic Plan
• Align with organizational strategic plan
• Define business outcomes of technology deployment
• Focus on the business workflows
• Living document
• Time-bound to drive actionable next steps
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Organizational Level Time Span Strategic Plan
Element
C-Level Executives 5+ years Vision
D-Level Directors 2-5 Years Goals
M-Level Managements 6 mo. – 1 year Objectives
S-Level Supervisors Quarterly-6 mo. Initiatives
Knowledge Workers 1 Day- 1 month Tasks
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Communicating A Change StrategyIf-Then Planning Establishes Buy-In
Source: “Get Your Team to Do What it Says it’s Going to Do”, Heidi Halvorson, Harvard Business Review, May 2014
“ If we establish data standards then…”
“If we utilize collector app then our team will be able to
send information more effectively back to the command
center.”
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Building A Change StrategyIf-Then Planning
Source: “Get Your Team to Do What it Says it’s Going to Do”, Heidi Halvorson, Harvard Business Review, May 2014
Step 1: Goals
• Establish broad organizational goals
• No jargon rule
Step 2: Sub-Goals
• Specific, concrete sub-goals
Step 3: Actions
• Specific action(s) to complete sub-goal
• Identify who-when-where
Step 4: If-Then
• If-Then statement defining outcomes of actions
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Building A Change StrategyIf-Then Planning Statistics
Source: “Get Your Team to Do What it Says it’s Going to Do”, Heidi Halvorson, Harvard Business Review, May 2014
Turning in weekly Report Promptly
If-Then Planners: 1.5 Hours Late
Non-Planners: 8 Hours Late
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Building A Change StrategyIf-Then Planning Statistics
Source: “Get Your Team to Do What it Says it’s Going to Do”, Heidi Halvorson, Harvard Business Review, May 2014
Exercising Regularly
If-Then Planners: 91%
Non-Planners: 39%
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Putting your Change Management Plan to Action
Implementing the Change
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Maximize Your Impact with GIS
The Esri Method
Location
Strategy
Assess
& Plan
Initial
Operating
Capability
Operate &
Measure
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Location Strategy
Location
Strategy
Assess
& Plan
Initial
Operating
Capability
Operate
&
Measure
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1. Location Strategy
Define
▪ Vision
▪ Strategy
▪ Success Set
priorities
Focus on
business drivers,
not technology
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Assess & Plan
Location
Strategy
Assess
& Plan
Initial
Operating
Capability
Operate
&
Measure
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2. Assess & Plan Translate Location Strategy into Action Plan
Helpful to do this in 3 tracks…
ASSESSHuman expertise and availability
Existing GIS footprint
IT capability & capacity
PLANNext Set of Capabilities
Anticipated next steps
Deployment approach
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Business
2. Assess & Plan 3 Tracks
Technical Organizational
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2. Assess & Plan
Define Quick Win Prioritize next
focus areas
• Immediate impact
• Clear success criteria
• Real users
• Low risk
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Platform Vision
2. Assess & Plan
Existing Architecture?
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BusinessInformation
ProductsTechnology
Determine the information products that
best solve the business problem
Consider the most efficient way to use
technology to meet business need
2. Assess & Plan
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Desktop Web Device
Server
Online Content
and Services
Foundation appsSolution templates
“GIS Ready” Data
Expand / extend apps
Integration with Business Systems
Content Production SystemsData Modernization
Advanced Workflows
WebGIS
Rapid Deployment of
FOUNDATIONAL CAPABILITIES
Realization of an
INTEGRATED ENTERPRISE SYSTEM
2. Assess & Plan
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2. Assess & Plan
Understand existing
human capital
Outreach to
stakeholdersWorkforce
development
Empowerment of
tech leaders
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2. Assess & Plan
Who will really use
the capability?
What stakeholders
should be involved? What outcomes matter
for getting buy in?
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Build Capability
Location
Strategy
Assess
& Plan
Initial
Operating
Capability
Operate
&
Measure
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3. Build Capability
▪ Real business need
▪ Demonstrate value
▪ Show rapid results
▪ Create awareness
▪ Appealing experience
▪ Leverage COTS
▪ Configuration focus
▪ Lay down foundation
▪ Create
Documentation
▪ Increase capability
▪ Celebrate Success
Determine minimum footprint to achieve these
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Operate & Measure
Location
Strategy
Assess
& Plan
Initial
Operating
Capability
Operate
&
Measure
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4. Operate & Measure
▪ Governance
▪ Demonstrate value
▪ Operate and improve
▪ Harden deployments
▪ Increase executive
support
▪ Reach additional
teams/people
▪ User Knowledge
Communities
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5. Measure & Revisit Strategy
▪ Have you achieve
objectives?
▪ What’s your next
focus?
▪ User feedback
▪ System performance
▪ Latest platform
capability revisited
▪ Maturity
▪ Location awareness
▪ Tech leadership
▪ Workforce
development
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4. Operate & Expand
Successful
Implementation
SkillsObjectives
Workforce
Development
Business Strategy
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Maximize Your Impact with GIS
The Esri Method
Location
Strategy
Assess
& Plan
Initial
Operating
Capability
Operate &
Measure
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Implementing and Reinforcing Change
• Leverage early wins to establish and
accelerate change
• Invest in developing employees
• Reinvigorate the change process
with new projects
• Communicate up and down your
chain of command
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