3. Change Throughout the Lifecycle
Requirements Analysis/
Business Case
Systems
Evaluation/
Acquisition
Systems Design/
Implementation
Planning
Deployment/Test
Phases 1-X
Full
Implementation
Ignore
Embrace
Explore
Resist
Change begins with you.
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4. Perspectives on Change
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It’s not the progress I mind, it’s the change I don’t
like. - Mark Twain
Organizations can be changed if you find and
nourish the fringe lurkers and geeks. - Tom Peters
“It’s more fun when you choose to change, rather
than have it imposed on you.” - Spencer Johnson
“You must become the change you want to see.” -
Mahatma Gandhi
“Change is permanent whitewater. Every change
is a plateau to the next change.”- Peter Vaill
5. Benefits of Embracing Change?
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Improve organization’s impact
in the world
Use donor funding wisely –
achieve ROI
Enhance morale
Technology can be fun!
Demonstrate leadership
Success breeds success
support for next project
Costs if you DON’T?
6. IT CHANGE
Critical Success Factors
Strategic &
Holistic
Collaborate
with
Stakeholders
Patience,
Persistence
(& Resistance)
RESULTS!
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7. Holistic & Strategic
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Institutional strategy & clear vision
drives project
IT is but one element
Change in one area creates/
requires change in others
Build plan considering all these
elements
Ignore Culture and you will hit a
brick wall
Clarity and alignment on impacts in
all elements critical
What do you notice
about this model?
8. Star Elements
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Strategy – The new direction the organization is taking, often in
response to outside forces, in order to improve performance.
Structure – Changes to organizational design and lines of reporting, often
depicted by an organization chart, which will be prompted by the new strategy.
People – Changes to the human resource needs, roles, responsibilities and
competencies of individuals in the organization that result from implementing the
new strategy.
Process – Changes to the processes, procedures, and workflows guiding the
organization’s work, prompted by the new strategy, and often oriented around
streamlining, removing duplication of effort, filling voids, and leveraging new
talent and technology.
Info Tech – Changes to information systems used to support and facilitate the
work of the organization that may be required to realize the strategic changes.
Culture – Changes to the norms, values, attitudes and beliefs held by the
organization and its people that need to occur in order to support the new
strategy.
KEY: All are implemented in a manner that
fits/helps achieve the strategy.
9. Vision of Future
Focus on the WHAT & WHY,
not the how…
What business problem are
you trying to solve?
What’s working and what’s
not working?
What’s possible?
What is the Scope of the
ERP effort?
What are the benefits and
metrics of success?
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10. Is Your IT Vision Clear?
Can you articulate it to your team?
Management?
The Board?
Which Star Model element(s) are being
most emphasized? Name 1 or 2.
Which Star Model elements are being
neglected or de-emphasized?
What are the potential implications or
questions regarding these elements?
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11. CO-labor-ation
• Get out of silos
• Work together toward same targets
• Increase two-way communication
• Widen the circle of involvement
• Emphasize questions more than answers
12. Collaboration – Why?
Gain critical buy-in to
ensure smooth
adoption
Gain critical input to
the process from
those who will rely
on the new
system/process
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13. Collaboration – Who?
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Conduct Stakeholder Assessment
Who are the users?
Backoffice? Frontoffice?
Who are the key managers?
Will they
Make? Help? Let? Block?
What’s in it for them?
14. Facilitated Session – How?
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For planning, requirements analysis, design…
Two-way communication vs. downloads
Clear agendas
Right people in the room
Experienced, objective yet informed facilitator
Active listening, engaging
Brainstorming and envisioning future vs. automating
the current state
Agreed next steps and follow-through
15. Patience, Persistence (& Resistance)
FOCUS
TIME
Denial Commitment
Resistance Exploration
Crisis & Opportunity
1
2 3
4
FuturePast
Internal/
Self
External/
Environment
15 Based on Elizabeth Kubler-Ross, On Death and Dying.
Change is a
Process…
• Where are you?
• Where is your
team?
• How do move
past Resistance?
All Along the Lifecycle
16. Stages of Change
& Communication Strategies
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Stage Indicators
Individual
Strategy
Leader Strategy
Denial People disengaged
Pretending not
happening
Ask questions Announce plans
Disseminate information
Resistance Fear, uncertainty, and
doubt
Comfort with status
quo
Be open
Self-assess
Look at
potential gains
LISTEN to Resistance -
invite feedback
Acknowledge feelings and
fears
Identify barriers
Exploration Ready to problem-
solve
Have ideas
Want solutions
Offer ideas
Participate in
solutions
Generate (brainstorm)
ideas
Make decisions
Create rollout plans
Commitment People excited
Plans solidified
People taking action
Take action
Follow-through
Celebrate
Assign responsibilities
Implement action plans
Acknowledge
accomplishments
17. Proof-of-Concept –
Key Tool for Managing Change
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Involve stakeholders actively
Test not just the technology but
the concept
All time for culture to catch-up,
embrace collaboration and
standards
Achieve small wins, build
confidence, expand to new
departments, processes, cases
18. Change Management Conclusions
Change initiatives take time
Incremental plan, small wins are critical – where to
you begin?
Involve stakeholders from the beginning –
facilitated solutioning sessions
Listen, listen, listen
Careful to repave the cow paths – this is an
opportunity for overall performance improvement
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19. MANY THANKS!
Anne Pellicciotto, President
Washington, DC
www.seechangeconsulting.com
annep@seechangeconsulting.com
On Twitter: Anneseye
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