sentensor > marc hendrickx > ai & change management
TRANSCRIPT
Through the use of dynamichuman factor data
Significantly increase yourgrip on the success rate of organizational initiatives
Change Management & AI
Gap - Intent to Action.
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Issue.
88%Of executives say that implementing change
successfully will be essential for the success
and strategic competitiveness of their
organization.
61%Of executives
acknowledge that their organization is struggling
to implement strategy and performance
improvement initiatives.
56%Percentage of successful
change initiatives according to these
executives.
Source: why good strategies fail – Economist Intelligence Unit. 2013
Unpredictable success rate.
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Dominant causes.
Employees resisting to change
Management behavior not supporting change
Other obstacles
Inadequate resources or budget
39%
33%
14%
14%
Dynamic human factors.
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Adoption and Behavior.
Employees resisting to
change
Management not supporting change
39%
33%
BehaviorAdoption14%Inadequate resources or budget
Other obstacles 14%
?
??
?
Dynamic human Factors.
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Current situation
Target situationProcesses, structures, tools, training, systems, planning
Denial
Resistance / Waiting
Discovery
Acceptance
7
Euforic blip
Successfull implementation = +
Adoption of change
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Euforic Blib -40%
Euforic Blib -38%
Resistance- 14% Resistance- 6%
Denial - 1%
Wait & See -30%
Wait & See -26%
Discovery - 13%
Acceptance - 1%
Discovery - 27%
Acceptance– 1%
MeasurementCycle 1
MeasurementCycle 2
About the same
Decreases
Decreases slightly
Increases
Local government caseTeam adoption of a new policy initiative
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Euforic Blib -40%
Euforic Blib -38%
Resistance- 14% Resistance- 6%
Denial - 1%
Wait & See -30%
Wait & See -26%
Discovery - 13%
Acceptance - 1%
Discovery - 27%
Acceptance– 1%
MeasurementCycle 1
MeasurementCycle 2
Local government caseIndividual team members adoption of a new policy initiative
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3 Adoption Levers.
Perceived management behavior to be in line with
the initiative
Perceived added value of the initiative for the
organization.
The belief to become a better professional as a result of the initiative
The feeling that the initiative will improve the
current situation
The perceived fit of new structures, processes, systems and training
The level of self-reliance to contribute successfully to
the initiative
Greatest change determinants.
Necessity to change Willingness to change Ability to change
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Scientifically validated measurement items from library. Optional tailor-made items and external performance indicators.
Expert system delivers action-oriented dashboards, benchmarks, trends/theme/persona analyses, best intervention suggestions
Short, frequent, adaptive surveys on behavioral intent and actual
behavior via secure cloud application.
Select Measure Steer
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Human Factor Data @Work.
Adaptive system of employee engagement.
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Local government caseTeam adoption progress dashboard
Relative scores spark dialogue
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Local government caseTeamleader vs Team adoption progress dashboard
Relative trends trigger next steps
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Local government caseTeamleader vs Team adoption progress dashboard (2)
Benchmarked persona’s provide focus
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Local government caseManagement dashboard for Teamleader
Leadership guidance supports action-taking
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To fact-based next steps.
Step 1
Is there an issue?
Step 2
What causes this
issue?
Step 3
What should be done to solve the
issue?
Step 4
Take action.
DataAnalysis
SmartDialog®User
Interaction
Facts, PatternsBenchmarks,
Guidance
Human Factor AI Platform
Traditional Approach
Human Factor Data Approach
Impressions Feelings
Opinions Best guesses
Decide & Execute
Decide & Execute
From intuitive course of action
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35pp increase of success rate.
16%
19%39%
33%
14%Inadequate resources or
budget
Other obstacles 14%
14%
14%
Benefits.
Employees resisting to change
Management behavior not supporting change
Traditional Approach
Human Factor Data Approach