The disparity between expecting change and managing it – the “change gap” – is growing at an unprecedented pace. Information management professionals and business leaders must concern themselves with the organization’s acceptance of these efforts. To be successful in achieving the larger enterprise goals, these initiatives must transform the organization. However, it takes more than wishful thinking to bridge the gap. The complexities of engaging behavioral and enterprise transformation are too often underestimated at great peril. In this session, William will provide specific organizational change management tasks to put in your data and analytics project backlog.

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Unlock Potential
William McKnight
President
McKnight Consulting Group
www.mcknightcg.com
@williammcknight
Organizational Change Management for
Data- and Analytics-Driven Projects
@williammcknight

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You Develop a Great Project and the
Organization Responds with…

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What is Organizational Change
Management?
Organizational Change Management is the
people side of change; it’s how to facilitate
people from current state to future state with
high technology adoption and usage

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Why the Resistance?
Change
ROI concerns
Credibility
Terminology
Organization/Governance
Alignment with Values
Focus on Process not Outcome
Competencies

5. Slide 5
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Unlock Potential
Artificial Intelligence Requires Strong
Organizational Change Management

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AI is Coming
It’s our responsibility to get ahead of that
We are paid for what the customer is willing to pay us for
In the absence of information, some people will go to
worst case scenario
“I heard my friend’s nephew lost his job to AI”’
What do you not like about your job?
Replace the fear with positivity
Gain the respect by listening
AI Ethics

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AI is Big Change
Orgs implementing AI have recognized the need to make
significant changes
People instinctually don't like change to begin with
When you add artificial intelligence coming into the
workplace that's going to even make the issue worse if
you don't get ahead of it
Demonstrate how it can help the company instead of
having the fear grow with people thinking it's going to
hinder them or even worse replace them

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Education is the Key
Educate in many ways, early and often
Dispel Misconceptions
This includes everyone
Focus on explaining why the change is being
made instead of emphasizing the technology
Make it a shared learning process rather than
acute change

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Unlock Potential
Key Areas of Change by Information
Management Discipline

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Does Project Deployment Always Have
to Be Like This?

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Data- and Analytics-Driven Projects
Create Organizational Change
Automation Added Value
Real-Time,
All-Time
Job
Changes,
New Roles
Incorporation
of More
Artificial
Intelligence

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Data- and Analytics-Driven Projects
Require Organization Transformation
Require much more than “the right data”
and “a good database” and “good
technology”
Present great opportunities, but also
poses significant implementation risks
Encounter many risks that are “people”
related, which must be managed for
successful implementation

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“People” Risks Require Attention on
Data- and Analytics-Driven Projects
§ Leaders not aligned with transformation
§ Departments may feel they have little or no input in
change process
§ Employees concerned about how new processes will
impact their current jobs
§ Corporate culture resistant to change, tries to maintain
the way things have always been done
§ Limited energy; Simultaneous rollout of other projects
§ Staff not adequately prepared to execute new processes
§ New and changing job roles that require organizational
coordination
Change Readiness and Organization Impact Assessments can provide
insights into “people” risks associated
with the implementation

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For Data Warehouse/Data Lake/Business
Intelligence/Analytics Projects, We Want People To…
Contribute Contribute data and transformations to the Data Platform
Think Think of other uses for the data in the Data Platform
Accept Accept the data in the Data Platform, not question its quality or
completeness
Use Use the Data Platform/data, not old ways to get data/use limited data

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For Master Data Management Projects,
We Want People To…
Contribute Contribute data and processes to MDM
Think Think about how to grow the MDM base of data
Accept Accept the new business processes
Use Use the master data and the new business processes to
generate/update master data

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For Big Data and Data Science
Projects, We Want People To…
Contribute Contribute data needs
Think Think about deep methods of data usage
Accept Accept the big data collection process
Use Use big data for business analysis

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For Artificial Intelligence Projects, We
Want People To…
Contribute Contribute how AI algorithms can grow their effectiveness
Think Think in terms of AI not just BI
Accept Accept that AI is part of the company future
Use Use distinct human advantages

18. Slide 18
Stages of Change
Precontemplation – failing to recognize the need
for change
Contemplation – seriously considering the need for
change
Preparation – making small changes
Action – direct action towards goal
Maintenance
Prochaska & Velicer, 1997; Liu, Kueh, Arifin, Kim, & Kuan, 2018

19. Slide 19
People and Change
Source: reply-mc.com

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Click to edit Master title style
Unlock Potential
Organizational Change Management for the
Data and Analytics Projects

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OCM: Embedded or Centralized
Embedded in a
project to support
that project
• Focused on the
project
• Tendency to
neglect OCM
Centralized SWAT
Team
• In support of
multiple projects
• Part of Data
Governance or
other
organization

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How much OCM to do?
How Widespread are
Organizational
Implications?
High Stakeholder
Numbers with
Potential to be
Unsupportive?
Are Jobs
Changing?
Org Not Used
to Change?
Will Business
Processes
Change?

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1. Stakeholder Management
• y and address stakeholder concerns
Objective: Identify and address stakeholder
concerns
Desired Results: Business leaders and staff
support changes
Stakeholder
Management

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Stakeholder Management Process
Activities Focus On …
Assessing
Stakeholders
Influencing
Stakeholders
Identifying
Stakeholders
Identified
Stakeholders
Identified Stakeholder
Issues & Concerns
Stakeholder
Management
Plans
New
Stakeholders
On-going
Stakeholder
Meetings
Technology
& Process Change
Impacts
Stakeholder management is not a one-time event, stakeholder
information will be reassessed and updated at each phase of the project

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Stakeholder Dimensions
Communications Preference
Key Issues
Current Status (RYG)
Desired Status (YG)
Desired Project Role
Actions Desired
Messages to Communicate
Action Plan
Stakeholder Owner

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2. Broad Communications
• Identify and address stakeholder concerns
Objective: Build organizational awareness and
commitment to process and technology changes
Desired Results: Company commitment and
support to implement change vision
Broad
Communications

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Sample Communication Plan
Communication
Type
What/How
Purpose
Why
Sender
From
Whom
Receiver
To Whom
Sources of
Information
From Where
Key Messages Frequency Phase
Media Type – Dialogue Media
Scheduled
Meetings
For information
gathering,
information
sharing, and to
obtain feedback
Project
Team,
Business
Advisors,
Committees
, Project
Staff
Affected project
staff
Results of
Project Tasks,
Reports,
Feedback,
Evaluation
§Awareness
§Understanding
§Implementation
As needed All
Face-to-Face
Events &
Meetings
For information
gathering,
information
sharing, and to
obtain feedback
Project
Team,
Business
Advisors,
Project
Staff
Affected Project
Staff &
Stakeholders
Results of
Project Tasks,
Reports,
Feedback,
Evaluation
§Awareness
§Understanding
§Implementation
At last
once per
phase
All
Demonstrations/
Presentations
To show the
product
Project
Team,
Business
Advisors
HWS Operational
Staff and Other
Stakeholders
Results of
Project Tasks,
Reports,
Feedback,
Evaluation
§Awareness
§Understanding
§Implementation
As needed All
All Hands
Meetings
To introduce new
members, give
status update
Project
Sponsors,
Project
Team, and
Business
Advisors
Project Team and
Resource Team
Project Office,
Project
Managers
§Awareness
§Understanding
§Implementation
As needed All

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3. Organizational Training
• Identify and address stakeholder concerns
Objective: Train affected company team to use
new business processes and align roles
Desired Results: Team equipped with the
knowledge, skills and competencies necessary
to accept and utilize processes and technologies
effectively
Organizational
Training

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Suggested Work Products
Stakeholder Management
Stakeholder Analysis
Stakeholder Management Plan
Broader Communications
Communications Strategy and Plan
Organizational Training
Training Needs Assessment
Training Approach
Training Curriculum
Training Materials
Training Delivery
Evaluate Training Effectiveness
Identify Impacted Job Roles
Specify Job Changes
Job Transition Plan

30. Slide 30
Conclusions
OCM is essential to organizational analytics
transformation
Choose the applicable work products
Don’t push off OCM until the very end
Insert work products into plans
Focus on stakeholder management, broad
communications and organizational training
Make the “soft” a real, tangible part of an action-oriented
framework

31. Slide 31
And Remember, even with OCM….

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Organizational Change Management
for Data- and Analytics-Driven Projects
Presented by:
William McKnight
President
McKnight Consulting Group
(214) 514-1444
wmcknight@mcknightcg.com
www.mcknightcg.com