sentensor > marc hendrickx > ai & change management

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Page 1: Sentensor > Marc Hendrickx > AI & Change Management
Page 2: Sentensor > Marc Hendrickx > AI & Change Management

Through the use of dynamichuman factor data

Significantly increase yourgrip on the success rate of organizational initiatives

Change Management & AI

Page 3: Sentensor > Marc Hendrickx > AI & Change Management

Gap - Intent to Action.

Page 4: Sentensor > Marc Hendrickx > AI & Change Management

© SENTENSOR 2016 4

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.

Page 5: Sentensor > Marc Hendrickx > AI & Change Management

© SENTENSOR 2016 5

Dominant causes.

Employees resisting to change

Management behavior not supporting change

Other obstacles

Inadequate resources or budget

39%

33%

14%

14%

Dynamic human factors.

Page 6: Sentensor > Marc Hendrickx > AI & Change Management

© SENTENSOR 2016 6

Adoption and Behavior.

Employees resisting to

change

Management not supporting change

39%

33%

BehaviorAdoption14%Inadequate resources or budget

Other obstacles 14%

?

??

?

Dynamic human Factors.

Page 7: Sentensor > Marc Hendrickx > AI & Change Management

© SENTENSOR 2016

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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© SENTENSOR 2016 8

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

Page 9: Sentensor > Marc Hendrickx > AI & Change Management

© SENTENSOR 2016 9

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

Page 10: Sentensor > Marc Hendrickx > AI & Change Management

© SENTENSOR 2016 10

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

Page 11: Sentensor > Marc Hendrickx > AI & Change Management

© SENTENSOR 2016 11

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

2 31

Human Factor Data @Work.

Adaptive system of employee engagement.

Page 12: Sentensor > Marc Hendrickx > AI & Change Management

© SENTENSOR 2016 12

Local government caseTeam adoption progress dashboard

Relative scores spark dialogue

Page 13: Sentensor > Marc Hendrickx > AI & Change Management

© SENTENSOR 2016 13

Local government caseTeamleader vs Team adoption progress dashboard

Relative trends trigger next steps

Page 14: Sentensor > Marc Hendrickx > AI & Change Management

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Local government caseTeamleader vs Team adoption progress dashboard (2)

Benchmarked persona’s provide focus

Page 15: Sentensor > Marc Hendrickx > AI & Change Management

© SENTENSOR 2016 15

Local government caseManagement dashboard for Teamleader

Leadership guidance supports action-taking

Page 16: Sentensor > Marc Hendrickx > AI & Change Management

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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

Page 17: Sentensor > Marc Hendrickx > AI & Change Management

© SENTENSOR 2016 17

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

Page 18: Sentensor > Marc Hendrickx > AI & Change Management

© SENTENSOR 2016

[email protected]

www.sentensor.comLeiden, the Netherlands

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