Managing Large Scale Business Transformation. Lisa Gentile, CBAP Renjith Gopalakrishnan

Transcription

1 Managing Large Scale Business Transformation Lisa Gentile, CBAP Renjith Gopalakrishnan

2 Contents 1. Background & Recognizing the Need for Change 2. Context, Scoping 3. Implementation Management Framework 4. Roll out Strategy, Roll out Execution & Org Change Mgmt. 6. Role of Business Analyst in the Large Scale Implementation 7. Key Activities

3 Background Historically each region evolved as a separate entity developing their own processes and tools 1904 Ford Motor Company of Canada is founded Ford forms its first overseas sales branch in Paris 1911 First overseas assembly plant in Manchester, England; Ford wins Selden patent suit 1925 First pickup introduced; Ford of Germany established 1967 Ford of Europe formed Image taken from -

4 Recognizing the Need Globalization of Product Development Globalization of Automotive Industry Globalization of Additional Processes.

5 Recognizing the Need Economies of scale Eliminate one-off solutions for cross-organizational needs. Industry benchmarking indicated the company needed to move forward on capabilities enabled by an global solution or the company would be at a competitive disadvantage

6 Why Change? Internal Forces/Complexities pushing for change 2. Joint Ventures 1. Large Scale and complex operations 3. Lack of Commonality in Biz Processes and Systems 4. No Common Data Benefits to be realized with the change Enhance Revenue achieve Higher Profitability Business Strategy alignment Ability to sell products seamlessly across the globe; build anywhere Common Business Processes! Improved efficiencies

7 Envisioning the Strategy Parameterized Variance Build Enterprise Global capabilities to replace regional specific solutions. Commonize Business Processes while respecting required regional variances. Regulatory Regional Requirements had to be enabled by the solution at the very least. Global Common Processes Remain Regional

8 Scoping the Solution Initial scope proved to be huge As the program progressed, new adjacent global initiatives were created allowing the team to focus on primary goal avoiding becoming too fragmented. Initial Scope Adjacent Initiative Adjacent Initiative

9 We have a solution scoped out, Now we need to implement it

10 Context Moving Target. Organizational Readiness Organizational Matrix Reporting Process Centric Approach Regional Regulatory Requirements

11 Geographic Hierarchy World Region #1) Region #2 Market/Site Market/Site Market/Site E.g. Regions- North America, Asia Pacific Markets/Site United States, India etc.

12 Landscape Region AOTD PD FIN M/F Region OTD B PD FIN M/F OTD PD FIN M/F OTD PD FIN M/F OTD suite of applications to be launched across regions Different Integrations required in each regions Upstream and downstream systems changes with regions and markets OTD PD Region C FIN M/F OTD PD FIN M/F PD! Product Development; M/F!Manufacturing FIN! Finance ;OTD! Order to Delivery

13 Implementation Framework 2.Roling out solution by region/ market/ product line Decision for Large Scale Biz Systems Implementation 1.Develop a Roll out Strategy and plan 3.Execute Org. Change Management Improved Organizational Effectiveness Develop Roll out strategy and plan: Are you rolling out by regions/markets or by product line? Execute Strategy and roll out the business solution by region /market/product line. Keeping in mind the nuances of each roll-out Execute the Enterprise Change Management to realize business value of the change without stalling or getting stuck in interim steps

14 Implementation Framework Business Strategy Roll-Out Strategy Roll out Execution Org.Change Mgmt. Business Process Alignment Program Management Integration Management

15 Roll out Strategy Formulation Business & Functional Business Value Address Global Priorities Address Regional Priorities Timing Commitments Technical Software Release Schedules Localization; Integration & Data Migration and Conversion Other Roll out Readiness (e.g. Personnel available, conflicting launches) What If Scenario Planning Optimal Roll out Sequence and Plan

16 Roll out Plan by Region & Market Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 MKT#11 RG#1 App1,App2,App3 Team #1 MKT#12 MKT#21 App1,App2 RG#2 MKT#22 MKT#23 RG#3 MKT#31 MKT#32 App1,App2,App3 MKT#33 Team #2 RG# 4 MKT#41 MKT#42 MKT#43 App1,App2,App3 MKT#51 RG# 5 MKT#52 MKT#53 App1,App2 MKT#54

17 Roll out Plan by Application Application# Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 MKT#12 MKT#11 MKT#31 MKT#32 MKT#21 MKT#41 MKT#23 MKT#22 MKT#42 MKT#51 Application #2 MKT#12 MKT#31 MKT#11 MKT#21 MKT#41 MKT#22 MKT#23 MKT#42 MKT#51 MKT#12 MKT#41 MKT#21 Application#3 MKT#31 MKT#32 MKT#11 MKT#51 MKT#22 Important markets with pilot launch

18 Roll out Execution Guiding Principles Minimal Business Continuity Impact Business asusual during roll out Minimal disruption during incremental roll out Joint Ownership Two Teams Central Team Regional Team Co-owned by regional and central team Reduce conflict with other projects Align roll Regional/Site Level Support Identify regional stake holders Get Funding approvals for Regional integrations Ensure resource availability

19 Roll out Execution Framework Roll out execution: Launching solution to the market/site or to a group of markets. REA DIN ESS Pre-Roll out Roll out Post-Roll out Funding Secured Capability Requirement Analysis User Acceptance Testing Business Support Resource Availability LID- Analysis Training Execute Decommission Plan Stakeholder Commitment Develop &Test customizations Data Migration and Cutover Measure Success & Adoption Decommission planning Go-Live Document Lesson Learnt LID- Localization, Integration and Data Migration

20 Team Model Biz Representative Steering Committee Core/Central Implementation Team IT Business Analysts Integration Analysts Strategic steering of implementation through members of the senior management Works closely with stake holders from various departments and regions Operational steering of implementation Liaise closely with the SME(s), Software Dev teams and with the region/market representatives Regional Implementation Team Regional IT Team Regional Business/SME(s) Regional: Work on the day to day activities for implementation Market IT Team Market Business/SME(s) Market: Work on the day to day activities for implementation Success factors Strong Stake holder involvement, commitment and support Clear roles and responsibilities, communication and escalation channels Joint ownership Target alignment (same targets, shared objectives)

21 Why Org Change Management? Large scale Business transformations will impact the way an organization operates. So it is important to have a thought out change management framework and need to be executed in a controlled manner External Competition New Roles, New Business Processes Changing Customer Preferences Large Scale Business Transformation New Software Globalization New ways of thinking and behaving

22 Why Org Change Management? Can t Change all at Once Large scale business transformations goes through multiple interim states before getting to a final state. Staying on course is the key to realize value of the investment. An effective execution of change management will help in retaining the interest of stake holders, progressive capability deployment and value realization, thereby gaining momentum to progress towards the Final state Current State Interim States Final State

23 OrgCM Framework to support Large Scale Biz Transformation Business Opportunity Define Change Assess Change Design Change Strategy Deliver Change Roll Out Build on Momentum Communicate with those impacted by change Surface and Overcome Resistance Ensure Stakeholder support, accountability and shared ownership Define: Understand Interim, Future State Change and its impact (in terms of roles, business process etc.) Assess: Analyze the gaps between current & future state change. Decide on areas to focus for seamless implementation Design: Design processes to address the gaps in current and future processes. Design transition plan. Design a repeatable change process Deliver: Deliver the repeatable change process for each roll out, while considering the unique needs of each region/site

24 Key Enablers for Change Mgmt. Message Styling, Format & Distribution Communication Management Identify Stake holders & Messaging Approval Process Change Managem ent Training Management Identify Audience & Content Dev & Delivery Establish Ownership Global Centralized Repository Post Roll out: Knowledge Management Establish Governance Impl. Knowledge from External sources

25 Meanwhile.

26 Stakeholder Management Business Stakeholders Needed to take an representative group from affected parties Took one representative from each organization representing the two key functional areas affected by the solution in each region End Users were represented by the sample representative group IT Subject Matter Experts SMEs were drafted from each region Implementation Subject matter experts Global implementation team working with each region s implementation team

27 Stakeholder Management Suppliers Engaged for the portions of the solution that would use a COTS package Additional Business Units as discovered Fleet Field Operations

28 Preparing the Regions for Change Global and Regional Strategic Business Analysts Organize Workshops Regional Strategic Business Analysts Gap Analysis Capability Centered Approach Global Strategic Business Analyst Facilitated common processes Communicated Lessons Learned Across the Regions

29 Business Process Alignment Representative group addressed over 300 business process decisions Identified processes targeted as a future state enterprise wide solution Each organizations current state process was shared and documented. Synergies were found Organization regulatory differences were honored. Each representative worked with his organization s SME to fill in any knowledge gaps. Enterprise wide solution was documented and distributed.

30 Decision Communication Decisions had to be categorized by process, affected team, and which work stream would develop the solutions. Agreements needed to be periodically reviewed to ensure they were still relevant as the business environment changed.

31 Alignment to Achieve Synergy Large Scale Change Program Priorities Regional Priorities Convergence team Rely on convergence effort to balance Enterprise priorities with Organizational Needs

32 Identifying a Team Quality Assurance engaged from the beginning Subject matter experts from every region Usability specialist Architecture Data Architects

33 Building a Team Global team was assembled in Dearborn for one month. Organizational Change Management organized many team building activities The most effective were often the events the team selforganized. This enabled team cohesion similar to that of co-located teams. Time zone constraints were more of an issue.

34 Define Risk Identified Risks Technical risk identified and addressed first to ensure the architecture and technology would meet the need Fail early, Fail often Decisions on what to build and what to buy based on IT expertise and available products.

35 Evaluating Internal Assets Were some of the regional solutions robust enough to be made global solutions?

36 Requirements Verification Use Cases replaced by user stories Conversation over documentation You still need to document even if it is lite Pictures, activity diagrams Textual AND/OR () Too much room for misinterpretation Business Analysts were involved throughout the process ensuring requirements were correctly interpreted and implemented.

37 Ready, Set, Build Release planning (3 months) Dependencies Holidays Address technical debt Travel to Dearborn at first, then remotely Iterations Refined stories with delivery team; gaining technical insight prior to build iteration of the user story.

38 Information Standards Worked with Global Data Insight and Analysis (GDIA) team to ensure standards were addressed in a timely manner Huge accelerant Teams identified needs GDIA moved it forward and defined solutions

39 Roll out Working future state capabilities into the regional current state Each organization needed to feel it had input to the solution Strategic B.A.s in each organization to help transition the change Representative group needed to continually communicate and take feed back Any time there was a communication break down, organizational support took a dive. (needed to maintain trust)