Confidential – Tyson Foods, Inc. Internal Use OnlyCopyright 2005 Tyson Foods, Inc.

2009 Women in Information Technology Conference

Tyson’s Approach to Organizational Change

Management

2

Introductions

• Participant Introductions• Speaker

3

Agenda

• Why Are We Here?

• Organizational Change Components

• Tyson’s Organizational Change Curriculum Approach

• Questions

4

What We Face

If you want to make enemies, try to change something.

Woodrow Wilson

5

What is Organizational Change?

Safely getting Team Members from Point A to Point B

6

Why We Resist Change

• Lack of job skills and new competencies• Lack of information• Lack of agreement with new direction• Current job is threatened• Loss of control• Fear of the unknown

7

Typical Change Curve

8

ITRI Board Members Top 10 Issues

Organizational Change Management 2007 Rank:  No. 92006 Rank:  No. 32005 Rank:  No. 72004 Rank:  No. 42003 Rank:  Not ranked  

Organizational Change Management was ranked in the Top 10 for the past several years!

 

9

What is Organizational Change Components

• Planning

• Assessment

• Communication

• Training

10

Tyson’s Organizational Change Methodology

Planning

Communication

Training AssessmentProcedures and

Templates

• Estimate level of effort.

• Determine the number of business and project training resources needed.

• Understand the history and current state of the organization.

• Identify how the project will impact today vs. tomorrow’s business.

• Identify Stakeholders that can impact the success of the project and anticipate how it will impact the business.

• Arm Team Members with the information, knowledge, and skills that they need to be successful in tomorrow’s world.

• Create awareness, buy in, and ownership for the project.

• Communicate the right message to the right Team Members at the right time.

• Create an on going ‘conversation’ with all Stakeholders in order to engage them in the project.

11

Cultural Issues

We needed to:

• Respond to staff reduction from 11 to 3 IS resources

• Promote understanding of a consistent process and methodology

• Avoid being too “touchy-feely” or “froo-froo”

12

Organizational Change and Tyson’s System Life Cycle

Phase

1

Analyze

Phase

2

Design

Phase

3

Construct

Phase

4

Test

Phase

5

Implement

Wrap-Up

Planning!

Assessment!

Communication!

Training!

As it was . . .

13

Phase

1

Analyze

Phase

2

Design

Phase

3

Construct

Phase

4

Test

Phase

5

Implement

Phase

6

Wrap-Up

Planning

Assessment

Communication

Training

Organizational Change and Tyson’s System Life Cycle

As we hoped it would be . . .

14

Our Curriculum Approach

Module 1 2 hours

Introducing Organizational Change and Preparing Your Audience

Module 2 3 hours

Influencing Others Through Communication

Module 3 2 hours

Supporting Change Through Training

15

Planning

• Strategy and Deliverables

• Roles, Responsibilities, and Staffing Needs

• Level of Effort and Timeline

Deliverable

Organizational Change Effort Estimate

16

Project Effort Estimate

17

Audience Assessment

• Gaps/Changes

• Impacts

• Readiness

Deliverable

Audience Assessment

18

Job Impact Analysis Content

19

Communication

• Who should communicate?

• What will change?

• Why it will change?

• What support will be provided?

Deliverable

Communication Plan

20

Communication Plan Template

21

Training

• Assumptions

• Roles and Responsibilities

• Courses

• Delivery Method

• Schedule

Deliverable

Training Strategy

22

End-User Training Development & Deployment

• Develop Training Strategy• Define and support training content authoring tools

– i.e. Camtasia, Captivate, Info Pak, etc.

• Develop Courses– How to establish learning objectives, prepare course outlines,

define course curriculum, etc.

• Conduct Train-the-Trainer– Educate Team Members about how to facilitate end-user training

• Develop Pilot Course(s)• Define Training Administration Logistics

– i.e. Registration, attendance tracking, evaluations, etc.

• Document Post Go-Live Support Structure

Tyson Foods, Inc.- Confidential Proprietary Information

23

Training Processes: Create a Training Source Document

Primary SME

Secondary SME

Org Change Resource

Create initial document

Conduct business review

Complete a technical review. Ensure the document flows and

works

Incorporate any changes identified in technical

review

Finalize Training Source Document. Publish into

required format

Process Inputs: User RequirementsProject Charter DocumentInvestigation DocumentExisting Training MaterialRelevant Experience

24

Why This Works For Us

Analysts get – • In-depth knowledge of the Organizational Change

processes

• Ownership of information

• Credibility for knowledge of new processes

Our Objective – • Allow Organizational Change professionals to spend time

on higher risk/higher visibility projects

• Create extended Team Members of the Organizational Change Team

25

Questions?