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

Two Perspectives of Change

Organizational and Individual Priorities Motivations Knowledge sets

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)

A contrast in Value Systems

Old Value New Value

Command “Jump” “Jump”

Response “How high” “Why”

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?