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Types of Systems Impact of systems implementation on organization
change? Transaction Processing Systems (TPS) Management Information Systems (MIS) Decision Support Systems (DSS) Expert Systems (ES) Enterprise Resources Planning Systems (ERP) E-commerce or M-commerce systems Customer Relationship management systems (CRM) Supply chain management system
Large scale application systems Implementation
Cross functional boundaries Force a number of changes
simultaneously the information flows are changed roles are changed new responsibilities for the roles
Change from new enterprise systems
When the organization is undergoing change from new enterprise systems: The two perspectives present
Theory and principles of change management
The processes, ADKAR and Organizational phases
Connecting change management and process improvement programs
Lessons from the past In countless studies the one thought voiced
over and over by those who tried to implement large scale changes is
“more effort should have been spent on getting people to change their behaviors willingly”
-or-
"utilize an effective and planned change management program."
Change Management Definition
… is about managing people in a changing environment so that business changes are successful and the desired business results are realized
Hiatt & Creasey, p.10
Organizational Perspective Individual Perspective
What is the required investment?
How will this change impact our financial performance?
What is the return of the investment?
When can the change be completed?
How much improvement will be realized?
How will this change impact our customers?
What will this change mean to me?
Will I have a job?
Do I have the needed skills and knowledge to succeed in the new environment
Theory and principles of change management
Change is a Process
The Right Answer Is
Not Enough
Incremental Versus
Radical ChangeValue Systems
Authority for Change
Resistance and
Comfort
Senders and Receivers
change Principles
Senders and Receivers Each change is always viewed from the perspective of
a sender and a receiver. What the sender says and the receiver hears are
usually two different messages.
Factors Influencing what is heard: career plans, home, past experience, friends, performance, trust
Primary business impact sender -- Top Mgt
Primary personal impact sender -- Immediate superior
Resistance and Comfort
Resistance is the Norm – Plan for it Expect it Assess how much change is already
present Determine cause of resistance and Then remove cause
Authority for Change
#1 success factor -- VISIBLE, ACTIVE, CONSISTENT EXECUTIVE SPONSOR Who has power to legitimize and
sanction Executives mid management Professionals/employees
Value Systems
Old Value hierarchical, control oriented, predictability
New Value responsive to customer, flat, empowerment,
accountability
MUST address both perspectives (Individual and Organizational)
Incremental Versus Radical Change
Type and size of change determine the level of change management levels Order of magnitude of change Incremental needs less While Radical needs more
The Right Answer Is Not Enough
Give and take is essential for success Right answer to a business problem is
not sufficient to overcome employee resistance
Doing the "rational" best vs. Involving everyone and "buy-in" for
success.
Change is a Process
Takes time Stages
Individual level and Organizational levels. Ideally both are going their stages at
similar speeds.
Change is a Process
Organizational Stages
Individual Stages (ADKAR)
Business NeedConcept and Design
ImplementationPost-Implementation
AwarenessDesire
KnowledgeAbility
Reinforcement
The Processes
Stage DescriptionAwareness of need for change -- reasons, and degree of comprehension
Desire to participate and support -- motivating factors and consequences and level
Knowledge about how to change -- skills and insights
Ability to implement new skills and behaviors -- evaluate level and determine shortcomings
Reinforcement to keep the change in place -- incentives and constraints to make it stick
For Individual Change Management
PHASE 1 PREPARING FOR CHANGE
Define your change management strategybased on scope, risk, readiness, resources, sponsorship
Prepare your change management team(selected and trained)
Prepare your sponsorship model
PHASE 2 MANAGING CHANGE
Develop change management plans
Take action and implement plans communication plans, coaching plans, training plans, sponsor roadmaps,resistance management plans
PHASE 3 REINFORCING CHANGE
Collect and analyze feedbackDiagnose gaps and manage resistanceImplement corrective actions and celebrate successes
The Organization Change Management
Integrating Change Management with process improvement
Business Improvement Process Steps
Change management component
1 = Problem or opportunity identification
2 = Project planning and team formation
3 = Data gathering and business solution design
4 = Process and system development
5 = Implementation and measurement
a. organizational and change assessments
b. team readiness and sponsor preparation
c. awareness building, communications and training
d. coaching, feedback and employee involvement
e. resistance management.
Connecting change management and process improvement programs
Which diagram shows a superior change management plan? Why?
Discussion Questions
How does the principle of senders and receivers make the project communications effort more complex? Give examples.
How important is ADKAR framework for directing the implementation of IS projects with end users? Give examples.
Why would a project run more smoothly when change management is emphasized from the beginning?
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