Change Management Strategy for SAP/GBO Program

Change Management Strategy forChange Management Strategy for
SAP/GBO ProgramSAP/GBO Program

4
nDeliverable Outline
nScope
nObjectives and Principles
nApproach, Deliverables & Timelines
nChange Strategy Core Components
nChange Strategy Approaches
nGovernance
nRoles and Responsibilities
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/change-management-strategy-for-sap-gbo-program-83

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Change Management Objectives
nFacilitate user adoption and transition to both the GBO global service delivery
model and SAP
nProactively manage the Organizational Alignment transition to SAP and GBO
nPosition XYZ Company to achieve GBO and SAP business objectives and realize
benefits
nHelp build employee commitment to GBO and SAP implementations
nMinimize the disruption caused during implementation
nPrepare stakeholders for change
Awareness Understanding Adoption

10
Change Management Approach
n Build Change Management approach, methodology, tools and templates centrally from Program Management
Office
Leverage Service Provider consultants in creating GBO PMO Change Management tools,
templates, content
Manage Change Management issues centrally through PMO
Integrate GBO and SAP Change Management plans & efforts
Integrate the overall organizational alignment resulting from changes in roles and responsibilities
from GBO and SAP
Integrate the overall change mgmt and training requirements from GBO and SAP
Develop executive ownership for the program
n Establish local change network
Identify and train Funct/Affiliate Change Leaders and site Deployment Leads to implement local
change management tasks
Assist Functional/Affiliate Change Leaders and Deployment Leads by securing Service Provider
consulting resources for local implementation (as required)
Change Management program is centrally developed by PMO, coordinated
through Functional/Affiliate Change Leaders, and locally implemented by
Site/Country Change Managers

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OctSept NovAugustJuly DecJuneMayAprilMarch
Timeline and Deliverables Change
Management
Define
03/10 Proposal due
Contract
Provider Walkthrough
GBO
Global Design Build
GlobalDesign
Change
Management
July, Select Finalist, Sign the contract
Implementation Planning
03/17 European Mobilization Meeting, UK
04/3 - 7 Design Workshop, USA
05/8 - 12 ASE, Approval Design, UK
Implementations
06/12 - 23, CRP, USA
Strategy & Plan
Communication/Education delivery
Materials/ Roadshows
Stakeholder
Approach & Plan
Stakeholder
Analysis
Communication
Strategy & Plan
HL Org ImpactOrg Strategy
and Plan
Role Impact &
mapping
Stakeholder Alignment/Governance
Training Strategy
& Plan
Detailed Curriculum- Full SAP Course materials full SAP
Stakeholder
Analysis
Change Agents
Strategy & Plan
Develop Change
Training
Implement
Governance
Case for Change
ASE, Final Approval Design
Ongoing Governance & Management of Change Activities
Mobilize Provider Transition US Pharma
HR1
HR1
US Pharma
US Consumer
Mobilize
Change Network
Mobilize Comms
Network
Current State
Assess
Train the
Trainer
Training
Delivery
Post Imp
Support
Training Plan
HR
Training Plan
next implementations
Change Mgt
Training
Develop
Governance
Org ImpactThis document is a partial preview. Full document download can be found on Flevy:

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nScope
nGovernance

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Leaders Engaged & Aligned
There is a need to ensure that identified leaders are bought into the Program
objectives and demonstrate their alignment through action and behaviour.
This will be accomplished through:
n Definition of roles and responsibilities of sponsors and stakeholders
n Initiation of a governance structure that aligns all
n Development of a series of Change Networks across the organization
n Communications to key stakeholders on regular basis
n Development of key messages to key stakeholders for delivery
n Feedback from key stakeholders on actions taken to ensure compliance/
alignment
n Engagement with key stakeholders through Stakeholder interviews and
involvement in change surveys/feedback mechanisms
n Publicizing ‘local wins’ through communications mechanisms

21
Upgraded Skills & Competencies
There is a need to ensure that the XYZ Company employees have sufficient Training
in the new systems, processes and ways of working that will be required to deliver
the benefits of the new global solution.
This will include:
n Assessment of the Training needs of employee groups and individuals
n Development of training materials that cover role/process and systems
n Training of internal training teams to deliver on site training
n Development of Training systems, scenarios and facilities to
deliver adequate training
n Delivery of training to end user groups on a JIT basis
n Ongoing availability of training for new joiners
n Pre and post implementation support teams available on site
n Training will be measured and maintained to ensure high standards
n Standardized training will be developed and made available for translation
where appropriate according to XYZ Company language requirementsThis document is a partial preview. Full document download can be found on Flevy:

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Behavior & Culture Gaps Addressed
The program will at all times reflect the XYZ Company corporate values:
n Quality
n Integrity
n Respect for People
n Leadership
n Collaboration
These Values will form a core message in the program communications and
will emphasize the importance of these throughout the change process.
The program communications stream will seek to focus on the values
wherever possible to maintain alignment of the program and project
teams to the broader goals and values of XYZ Company.

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Shared Vision & Strategy Approach
A standardized set of materials will be developed to communicate a consistent and
coherent Vision for the program:
This will include:
n Reasons for the program (Strategy, Market, impact of status-quo)
n Cost benefit assessment
n Tangible/non-tangible benefits
n Approach to development
n Overview implementation plan
n Definition of key roles within the programme
n Commitment requirements from all implementation countries
n Key milestones and dates
n Critical Success Factors
n Key questions and Answers for stakeholders
HAC2

29
Stakeholder Engagement - Approach
A critical aspect of engaging stakeholders will be through the establishment
of local change networks with responsibility for managing change at the country
level. (see governance).
Each local change team has responsibility for establishing a Stakeholder plan
outlining all key stakeholders and developing a communications plan to ensure
that all receive appropriate communications during development and
implementation.
At the global level Stakeholder engagement will be driven through a number of
communications initiatives (eg Roadshows, global intranet site etc) but also
through the inclusion of local resources in design sessions to ensure
engagement and buy-in throughout the program life-cycle.
In addition Stakeholder interviews and surveys will be conducted to assess
stakeholder concerns. These will dictate activities at a tactical level.

32
Organization Design
Outsourced
Head Count
Loss
Migrated to
other roles
The focus of Organization design for outsoured processes will be
determined by the agreement with the Service Provider.
for all remaining recources OD will be a XYZ Company responsibility
Within XYZ Company a degree of restructuring will be necessary for the services that rema
within the organization. It is likely that there will be significant changes to the roles
required at the senior functional level as these move from managing departments to
managing contracts and service levels with the Service Provider. It is also anticipated
that for processes remaining in-house a degree of reorganization will be required.
Function
Process remains
Senior Hierarchy
remains
Service Provider Resolves
XYZ Company Organization
Design Required
Organizational Impact
or

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Organization Design for Senior Functional
Hierarchy
n The most significant change for senior members of functional hierarchies
will relate to the migration from direct line management of XYZ Company employees
to contract and service managers managing relationships and service level
with the new Service Provider.
n This will require re-organization of reporting lines within XYZ Company and the
implementation of governance structures with the Service Provider.
n In addition, where processes remain within XYZ Company there will be a need to
undertake structural reorganization to re-align the department under new reduced
responsibilities and scope.
n Role definition will be required for those employees remaining within XYZ Company
to align to new responsibilities and to align to SAP and other systems changes that
the SAP project will create.
n Skill and competency assessment will be required for those senior employees
whose roles significantly change as a result of additional contract management
responsibilities.
n This will be required at the global and country levels for all impacted functions and
employees.
Function
Senior Hierarchy
remains

37
Organizational Impact Assessment
There is a need to establish the impact of the changes from SAP and GBO on the
Organization focusing on the People Change aspects specifically to establish:
Impact of the process changes on roles
Estimated training requirements
Estimated Communications requirements
Organisation structure implications
Impact of changes to employee contracts (change in job description/contract)
Identify any legal issues that may result from changes to roles/outsourcing
Identify significant changes relating to compliance obligations
At the design stage these will be high level identifiers enabling the development of a
more detailed implementation plan which will focus at the local implementation level
to better manage country and site specific issues.This document is a partial preview. Full document download can be found on Flevy:

HAC5 Romoved second bullt point, along with "role-based" training references
HP Authorized Customer, 6/24/2006

41
nScope
nGovernance

44
Design Structure Alignment to Change
SAP & GBO Leader
Director Level
Country Leader
HR Lead
Director/Manager Level
SAP/GBO
Finance/Procure Lead
Director/manager Level
SPA/GBO
Sales/Distribution Lead
Director/Manager Level
SAP
IS Lead
Director /Manager Level
SAP/GBOl
Pers Admin SME
Benefits SME
Training SME
Comp/Payroll SME
Recruiting SME
A/P SME
A/R SME
T&E/Assets SME
Mgt Reporting SME
Purchasing
Sourcing SME
Order/Priceing SME
Receiving SME
Shipping SME
Interface SME
G/L SME
Comm/Chg Mgmt

47
Responsibilities of the Sponsor
Focus/Communication:
n Clearly define to the organization what will change and what will not change (Clarity)
n Communicate change priorities to the organization and provide the proper reinforcement to assure success
n Understand the project’s implications and be willing and able to:
Focus their attention and energies on priorities
Take the necessary actions to move the change forward
Model appropriate behavior in support of the change
Maintain a level of contact with senior managers that ensures effective information flow; provides clarity on
direction; and surfaces areas of concern.
Commitment:
n Understand what resources are needed (e.g., time, money, training, access to people) and be willing to commit the
resources when needed.
n Engage only in the amount of change that can be properly sponsored and adequately supported (with appropriate
resources)
n Establish a cascading, direct line of active sponsorship throughout the organization—from the “Initiating” Sponsors to
the “Sustaining” Sponsors—in order to maintain the level of commitment towards achieving change objectives (monitor
the cascading network to ensure integrity)
n Show consistent, sustain support for the change and reject any course of action with short-term benefits if it is
inconsistent with the change initiative.
Consequence Management:
n Establish the appropriate consequence management structure so that all key players are committed to the change
(both positive and negative consequence management).
n Use influence to support the change and maintain the momentum needed to carry the process from beginning to end.

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Country Implementation Lead
Time est: 10% in advance of implementation rising to 100%
Country Implementation Leads are responsible for the implementation in their Country/site. This
means that they will provide practical support and exercise the leadership required in the roll-
out plans to implement successfully. Depending on the size of the organization in country (# of
plants etc) this role and the Site implementation manager may be undertaken by a single
individual.
Country Implementation Leads will be required to:
Develop & Maintain a local implementation plan for country/sites within scope
Maintain and manage the interaction of the People/Process and Technology activities across the
site throughout the implementation period
Motivate users to want to change and appreciate the benefits the programme will bring them,
maintaining momentum for change throughout the implementation period.
Ensure the agreed resources for roll-out are provided when required and allocated correctly. They
will also need to ensure that their area is aware of the implementation timetable and that each
individual knows what is required of them during the implementation timescale.
Act as a primary feedback channel to the central team, for any issues and challenges that the
team will need to rectify.
Give presentations at context setting workshops as part of the communications programme.
Deliver Site/Country level benefits
Act as the Country representative in the global reporting governance structure
Country Implementation Leads
USA CAN P Rico Fra Spa Ger UK Ire Itl Nord Others
Coordinate all activities (cross-tower) for country,
adjust plans for local markets (e.g., translation)

53
Central
Change
Lead
Training HR
Local
Change
Lead
Central
Change
Lead
Training HR
Site Implementation Lead GBO/SAP
People
Coordination
Process
Coordination
•Communication to all EE’s
•Consultation & Negotiation
•Severance/HR for target EE’s
•Change Management
•Process Implementation
•Process Education
•Process Migration Support
•Benefits Realization
•Process Communication
•Organization Impact Support
Technology
Coordination
(“Champion”)
•Technology, Telephony
•IS Support/Helpdesk awareness
HR Directors
HR Directors, CFO/
Finance Leads, IS
Directors, Procurement
Leads
Get From Rick Schnell
Cross functional
Cross functional
Cross functional
Central
Change
Lead
Training HR
Local
Change
Lead
Central
Change
Lead
Training HR
Site Implementation Lead GBO/SAP
People
Coordination
Process
Coordination
•Communication to all EE’s
•Consultation & Negotiation
•Severance/HR for target EE’s
•Change Management
•Process Implementation
•Process Education
•Process Migration Support
•Benefits Realization
•Process Communication
•Organization Impact Support
Technology
Coordination
(“Champion”)
•Technology, Telephony
•IS Support/Helpdesk awareness
HR Directors
HR Directors, CFO/
Finance Leads, IS
Directors, Procurement
Leads
Get From Rick
Cross functional
Cross functional
Cross functional
Process Coordination
Time est: 10% in advance of implementation rising to 100%
The Process Coordination role will be responsible for ensuring that all employees receive appropriate
communication and training in advance of implementations to ensure a smooth transfer to new operating
processes and systems.
Major responsibilities include:
n Development of Process Migration plan (process by process migration through transition)
n Development & Delivery of local Process Communications to employees
n Development of a training plan for the implementation
n Review of Global training materials & amendment where necessary (language, local process, translation)
n Communication to all training delegates, co-ordination and booking of facilities
n Co-ordination of training systems environments & scenario set up
n Manage the training team including Train the Trainer training
n Training Delivery
n Process Reviews for country/site identifying local issues and implications
n Process Issue management & resolution
n Identification of Organisation structure changes required through implementation
n Co-ordination of structural changes through HR/People stream
Deliverables include:
n Training Strategy (global level)
n Training Plan/Training Needs Assessment
n Training Materials (Tailored to local requirements)
n Management and coordination of Training delivery
n Feedback materials
n Process Impact Assessment (AS-IS/TO-BE)
n Issue & Risk management

56

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Change Management Strategy for SAP/GBO Program

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