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2 Overview Change Happens When Change Doesn t Happen Making Change Happen Organizational Change Management Organizational Readiness Assessment Case Study Summary Questions Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 2

3 Change Happens Current

4 Change Happens Current NEW

5 Change Happens Meet Objectives On Time On Budget Realize ROI Current NEW

6 Change Happens Project Management Solution Oriented / Technical Focus Design-Develop-Deploy Current NEW

7 Change Happens Requirements Features Functions Current NEW Transition

8 Change Happens EOL Time Sensitive What Changes? Like for Like? Current NEW Transition

9 Change Happens Timing Costs Change Control : MACs Current NEW Transition Deploy

10 Change Happens Current NEW Transition Deploy Future

11 When Change Doesn t Happen Current NEW Transition Deploy Future We Are Not Realizing Benefits It s Not What We Expected? Things Didn t Change

12 When Change Doesn t Happen Current NEW Transition Deploy Future Resistance

13 When Change Doesn t Happen Current NEW Transition Deploy Future Lack of Awareness (Agents) Cultural (Managers) Disconnected Strategy (Lines of Business) Financial Objectives or Compensation (Executives) Prosci 2016 Best Practices Benchmarking Data

14 When Change Doesn t Happen Current NEW Transition Deploy Future Status Quo Regression Replicated Inefficiencies Whose Job Will Change?

15 When Change Doesn t Happen Current NEW Transition Deploy Future Why it this happening? What s In It For Me (WIIFM)?

16 When Change Doesn t Happen Current NEW Transition Deploy Future Vision Unclear

17 Making Change Happen VISION A common understanding of the primary goals or outcomes the organization is trying to achieve Current NEW Transition Deploy Future

18 Making Change Happen VISION Current NEW Transition Deploy Future Organizational Change Management Organizational Change Management is the application of a structured process and set of tools for leading the PEOPLE side of change to achieve a desired outcome (VISION)

19 6X Projects with organizational change management (OCM) are "six times more likely to meet objectives than those with poor change management." Prosci 2016 Best Practices Benchmarking Data

20 Making Change Happen VISION Current NEW Transition Deploy Future Organizational Change Management In many instances it is an add-on after the project has experienced obstacles

21 Making Change Happen VISION Current NEW Transition Deploy Future Adopt Change Management Program Use Sustain

22 Change Management Program Structure Process, Tools and Methodology Build internal CM capabilities Ideally dedicated team, outside of PMO Practitioners Ideally certified in a CM methodology and ACMP Organizational (OCM), Enterprise and Individual CM Report directly to Executive Sponsors Outcomes Increase probability of project success Capture people-dependent ROI Manage employee resistance to change

23 95% 95% of projects with excellent change management programs met or exceeded their project objectives Prosci 2016 Best Practices Benchmarking Data

24 Making Change Happen VISION Current NEW Transition Deploy Future Build Coalition Executive Sponsorship Active & Visible Reinforce

25 #1 The #1 success factor for change is active and visible executive sponsorship The most common sponsor mistake, failed to remain active and visible throughout the life Prosci 2016 Best Practices Benchmarking Data of the project

26 Working Together Project Management Technical, Solution Delivery Design, Develop, Deploy Requirements Outputs Specifications Solution Change Management People, Individuals and Organizations Adopt, Use, Sustain Results Outcomes Motivation Benefits Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 26

27 Organization Readiness Assessment

28 Organizational Readiness Service VISION Current NEW Transition Deploy Future Position Organizational Readiness Service Prevent Prepare

29 VISION A common understanding of the primary goals or outcomes the organization is trying to achieve Sponsorship Active and visible sponsorship for the change at a senior executive level Communications Informing who is affected and impacted regarding the change Stakeholder Management Gaining buy-in for the changes from those involved and affected, directly or indirectly Training Training the appropriate resources on the change Readiness Getting people read to adapt to the changes Measures Indicators to track the success of the change initiative are defined Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 29

30 Ready? Assess!

31 VISION A common understanding of the primary goals or outcomes the organization is trying to achieve 5 Questions Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 31

32 For each question, enter the number that best represents your organization s ability to manage change Strongly Disagree Neutral Agree Disagree Somewhat Agree Strongly Agree Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 32

33 Vision A common understanding of the primary goals or outcomes the organization is trying to achieve #1 The organization has a clearly defined vision of the future and a strategy to achieve goals/outcomes Strongly Disagree Neutral Agree Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. Disagree Somewhat Agree Strongly Agree 33

34 Vision A common understanding of the primary goals or outcomes the organization is trying to achieve #2 There is a compelling message for why the existing way of doings things cannot continue Strongly Disagree Neutral Agree Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. Disagree Somewhat Agree Strongly Agree 34

35 Vision A common understanding of the primary goals or outcomes the organization is trying to achieve #3 The organization understands what problem will be solved or what need will be met by the change Strongly Disagree Neutral Agree Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. Disagree Somewhat Agree Strongly Agree 35

36 Vision A common understanding of the primary goals or outcomes the organization is trying to achieve #4 The organization has a clear understanding of the magnitude of the change and timeframe for change Strongly Disagree Neutral Agree Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. Disagree Somewhat Agree Strongly Agree 36

37 Vision A common understanding of the primary goals or outcomes the organization is trying to achieve #5 The organizations is willing and able to implement the change Strongly Disagree Neutral Agree Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. Disagree Somewhat Agree Strongly Agree 37

38 Add Up Scores Divide by 5 Round Up if Necessary Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 38

39 Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 39

40 Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 40

41 How Ready Is Your Organization? Reactionary Basic Ready Not Ready Introductory Situational Hoping for the best or unaware of the need for preparation React to whatever happens, when it happens Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. Early efforts, working through what's holding us back Ground work established, building upon foundation Depends on situation, but overall in good share to handle current conditions Well prepared. Able to quickly adapt to change and adjust to changing conditions 41

42 Case Study Change Beginnings

43 Landscape Retail / Manufacturing (Consumer and Trade) EOL Avaya / Genesys PureCloud Change Management Program and Dedicated Practitioners CX Transformation + Organizational Readiness Service What is Important Efficiencies Revenue Driver of brand loyalty Transform This is our opportunity to do things different, better Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 43

44 Organizational Readiness Assessment 7 Pillars J1 - X Vision 3 Communications 3 Sponsorship 3 Stakeholder Management 3 Readiness 3 Training 3 Measures 3 Index Score Introductory 44

45 Organizational Readiness Assessment 7 Pillars J1 - X CMP1 - X Vision 3 4 Communications 3 3 Sponsorship 3 3 Stakeholder Management 3 4 Readiness 3 5 Training 3 4 Measures 3 4 Index Score Introductory Basic 45

46 Organizational Readiness Assessment 7 Pillars J1 - X CMP1 - X Prj Team - X Vision Communications Sponsorship Stakeholder Management Readiness Training Measures Index Score Introductory Basic Situational 46

47 Organizational Readiness Assessment 7 Pillars J1 - X CMP1 - X Prj Team - X CMP2 - Y Vision Communications Sponsorship Stakeholder Management Readiness Training Measures Index Score Introductory Basic Situational Basic 47

48 Findings Vision: Customer Effort, Satisfaction and Promoters are of importance to some, but ASA and AHT takes priority Communication: Focus is on project timelines, not what s in it for me Sponsors: Role of sponsor has defaulted to project manager Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 48

49 Findings Stakeholder Management: This is a strength of the organization, but do not underestimate resistance to change Readiness: Most believe they want to create a better as-is for tomorrow While there is a high level of enthusiasm to continually improve, this falters when current ASA and/or AHT goals are questioned Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 49

50 Findings Training: For some, there is an insufficient understanding of how contact centers operate (e.g., queues, WFM) Measures: No baseline set Limited data Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 50

51 Where are they at this moment? Insight Challenging the status-quo is easier than changing the statusquo Education Re-branded Project Lunch & Learn OR Assessment + ADKAR (Prosci) Sponsors Active & Visible (increasing) but don t forget Efficiency-Revenue-Loyalty Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. Challenges Set baseline (today, tomorrow) Identify data (sources and integrity) how to keep enthusiasm? (motivation) Finish line (rollout) - timeline (adoption) 51

52 Summary Primed for Change

53 Success Criteria Current NEW Transition Deploy Future People, Individuals and Organization Organizational Change Management Structured Program, Dedicated Practitioners of/for Change Vision

54 Success Criteria Current NEW Transition Deploy Future 6X Organizational Change Management 95% #1

55 Top Contributions for Successful Change Management Active and visible executive sponsorship Structured change management approach Dedicated change management resources Integration and engagement with project management Employee engagement and participation Frequent and open communication Engagement with middle managers Prosci 2016 Best Practices Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 55

56 Learn More Strategic Business Consulting

57 Vision and Roadmap Services CX Transformation Service A comprehensive engagement that defines a tailored, executable roadmap supported by a financial business case to achieve your unique customer experience and operational goals. The roadmap makes your strategy real showing tangible value along the way. The scope of this service can be across all parts of the customer experience or a subset of solution domains. Deliverables: Prioritized roadmap of recommendations considering quick wins, strategic value, and foundational requirements Use cases to feed implementation design Reference Architecture ROI/TCO analysis Methods and Tools: Interviews, observations, workshops Genesys CX Maturity Model Customer Effort Audit Tool Standard use cases (to use as starting point for time to value) Genesys ROI/TCO models and benchmarks Where you are involved: Interviews, observations, and iterative deliverable reviews w/key players Executive Sponsor and Strategic Leadership Team Customer Experience and Contact Center Operations Leadership Line managers for routing, resource management, analytics, and others as indicated IT Duration: 2 6 weeks

58 Vision and Roadmap Services Organizational Readiness Service An approach to help you realize the vision and value of your Genesys solution by addressing the people dimensions of transformation. Provide early guidance and necessary course correction as you get ready and consider the full organization and what needs to change Position you to realize the primary goals/outcomes you are trying to achieve Prepare you for change and for the transition effort to achieve your goals/outcomes Deliverables: Primer: Ready yourself for what comes next Readiness: Evaluate your readiness for change Handover: Facilitate a smooth transition to implementation and change management teams Methods and Tools: Readiness Assessment: Evaluate your organization s readiness for change Genesys Solution essential knowledge, best practices and lessons learned Typical change considerations for customers using Genesys Where you are involved: Executive Sponsor for changes enabled by Genesys technology Change Management Practitioner Project Management Leadership Contact Center Operations Leadership Duration: 3 6 weeks

59 Noelia Romanillos Director, Strategic Business Consultant M: +44 (719) Jodi M. Thompson Senior Principal Strategic Business Consultant M: +1 (314) Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 59

60 Thank You! Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. Copyright 2017 Genesys Junipero Serra Blvd., Daly City, CA All Rights reserved. Genesys and the Genesys logo are registered trademarks of Genesys. All other company names and logos may be registered trademarks or trademarks of their respective companies.

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