2014 Software Global Client Conference

Transcription

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2 Technology Adoption: Complicated not Impossible Jason Vick Manager, Mobility Technical Sales Consultants

3 Mobile App: Please take a moment Check into Session by: Select Detailed Schedule Select the specific session Click on Check in Take Session Survey by: Select Detailed Schedule Select the specific session Scroll Down to Survey and Provide Feedback

4 What is Change Adoption? Leading Change Adoption focuses on the people and cultural side of change and ensuring people personally adopt the new way as business as usual.

5 People React Differently To Change

6 Super Users are Change Leaders One of your roles is to manage cultural/people aspects and help others with the personal transitions required to successfully adopt change and achieve results.

7 Effective Change Leader Successful change agents lead and communicate constantly, throughout the change effort, by: Being engaged in driving change adoption Caring about the impact of the change on people and culture Involving people the process of change Understanding the need for consistent, clear and constant communication with stakeholders Spending time talking to people impacted by the change Ensuring to enroll those impacted by the change

8 The Change Adoption Equation Q: Quality of the Solution A: Adoption of the solution E: Effectiveness of the solution Q x A = E

9 Q x A = E, Simply Stated On a scale of 1 to 10, where 10 is best, you rank Q as 8 and A as 3 8 X 3 = Effectiveness score of 24

10 But When Q = 8, and A = 9 8 X 9 = Effectiveness score of 72!

11 Why do we care? Increase our ability to realize planned business results & ROI by reinforcing new behaviors and changing mindsets Shorten the lifecycle of change initiatives by minimizing the delays due to confusion and change resistance Minimize productivity losses by keeping employees engaged and informed. Retain our best talent and increase employee satisfaction by effectively managing the personal transition & driving engagement

12 Research on Change Adoption 15 percent of all change projects completely fail. Remaining change projects achieve only 40 to 60 percent of anticipated results. There is a direct correlation between the level of project success and a factor called change adoption. Successful Change Leaders have learned they need to manage both the execution side, and the people side of change. --McKinsey & Co

13 Change Adoption Process Lead and Communicate inspire Why are we changing? investigate What is the impact of this change? influence Why should we commit to this change? integrate How will we sustain this change? Adopt Personal Transitions

14 Transitions Vary The time it takes to leave the old behind, move through transition and commit to the new varies by individual. And there will be overlap; sometimes an individual will progress to a new stage, only to fall back later on.

15 Create a need to change Build momentum by establishing: 1. A shared need: a common feeling of discomfort with the status quo 2. A sense of urgency: the need to act quickly 3. A vision of success: an understanding of why we need to move forward together

16 Help People Understand Reduce anxiety and speculation: Clearly articulate early on what is changing and what is not Be specific about what people need to do differently to support the change Provide initial and ongoing training Make them part of the process

17 Integrate Make it the norm: Reinforce change through cultural integration and alignment Measure progress to ensure the change becomes business as usual

18 Make It Stick Reinforce the change: Make connections Develop support structures Realign the organization Monitor progress

19 Personal Transitions The mental and emotional transformation people inevitably experience during change in order to let go of the old way and embrace the new.

20 Personal Transitions Denial: You can implement a new system, but it won t change how things work around here. Anger: Management doesn t know what they are doing, and we are getting no say in what is happening. Bargaining: This process will only work if we can continue to use our paper sheets at the same time. Depression: Nothing is working. Nobody is looking at the data. This is actually making my job harder. Acceptance: This change is going to happen no matter what. I guess I will go along with it. Commitment: Now that the system is up and running, I can see the benefits.

21 Coping Strategies Denial: Communication is the key. Business goals must be clearly understood and users need to know what is changing and what is not. Anger: Do not ignore those that are unhappy. Use supporters throughout the business to help deliver positive messages. People will generally help others in need. Bargaining: Provide reassurance with both words and actions. Training and Support are key. Individual needs will be different and have to be dealt with on a case by case basis. Depression: Remember this is about letting go and not about the project. There are likely gaps in your training or communication plans. Hold Q&As Acceptance: Reward the positive behavior with both recognition through communication and if warranted a gift. When giving gifts, avoid giving money. Commitment: Not everyone gets here together. Continue to reward the behavior and encourage these people to encourage and help others.

22 The Bridges Model Excitement William Bridges (1933- February 17, 2013) was an American author, speaker, and organizational consultant. He emphasized the importance of understanding transitions as a key for organizations to succeed in making changes. Source:

23 Personal Transition Current State Change Transition Personal Transition Future State Anticipation Letting Go Creativity Neutral Zone Experimentation New Beginnings Success Excitement Uncertainty Absenteeism Confidence Confusion Frustration Denial Leaving Comfort Zone Confusion Ambivalence Anxiety Renewed Energy Accomplishment Relief

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