Managing IT Infrastructure projects requires not only a good project plan, but also a good approach with the people. Customer and employee experience matters. The slides provide answers to how a change project shall be launched, what areas is touches (Technology, Process, Organization) as well as best practices in regards to business analysis.
3. DRIVER FOR CHANGE IDENTIFIED BY UFI
1. Technology
2. Process
3. Organization
4. WHY CHANGE IS IMPORTANT
VELOCITY: You cannot afford stillness.
COMPETITION: Others move fast, what about you?
EXPECTATIONS: New gen of leaders & professionals.
INNOVATION: Fear immobilizes innovation.
5. “
„
You‘ve got to start with the
CUSTOMER EXPERIENCE and
work backwards to the technology.
- Steve Jobs
6. “ „
Our ultimate goal is not
digitalization, it is value realisation.
- Andrew Roswell-Jones, Gartner
10. STEP BY STEP
1) Analysis of your Business Requirements
Identify the areas of change
Detailed / Hands-on workshops with decision
maker and key user
2) Initial Scope of Work
What needs to change and how / to what?
Process
Integrations with 3rd Party Systems
3) Project Organization
Identify Owner, Sponsors, Stakeholder, Key User,
Steering Commitee
Communication Matrix
Project Plan
12. FOCUS AREAS
Technology
• Sustainability and future
orientation
• Company & IT Strategy
• Investment & ROI
• Connectivity & APIs
• Technology Backbone
for your business
Process
• Plan time & allocate
resources
• Collaboration will
change
• Identify breaking points in
current workflows
• Smooth Automation
Organization
• Team Culture
• Collaboration
• Required skills / job
requirements will change
• Embracing change rather
fighting it
• Live change from top down
and enable bottom up
Experienced Change & Technology Partner
16. THE POWER OF EMOTIONS
Emotions are signals of
communication.
They are decision factors.
We are mostly ok with emotions
that we initiate ourselves.
17. THE POWER OF EMOTIONS
BUT:
When changes come into our lives, they
provoke emotions that we have not
initiated ourselves.
They shake us!
19. THE FEAR OF THE UNKNOWN
“No way!
Without me.”
“Never change a
running system!”
20. CHANGE AS A STRESS FACTOR
⚠ have the impression the changes are
being imposed on them (= victims of
circumstance)
⚠ feel the change may have negative
consequences (= fear of the unknown)
⚠ think, too many changes are executed
at the same time or if they feel
overwhelmed
⚠ are not in the best physical condition
Change is perceived as stress, if employees...
21. CHANGE PROVOKES EMOTIONS
FEAR: Requires clarity, transparency and meaning.
ANGER: Requires clarity and appreciation.
HAPPINESS: Requires appreciation.
CURIOSITY: Requires coaching and encouraging.
22. “
„
Most people decide based on their
gut feeling and search for ‘real’
facts to justify it.
23. BEST PRACTICES
✅ Involve all stakeholders at an early stage
✅ Explain purpose & requirement for change and
provide regular updates on the progress
✅ Manage criticism and insecurity & "covered"
resistance
✅ Provide help: provide appropriate trainings &
qualifications
✅ Set an example and embrace the changes
yourself
✅ Be patient, allow mistakes and celebrate success
24. “
„
If your enterprise, your agency, was
looking to fill your job today, would
they hire you?
- Andrew Roswell-Jones, Gartner
25. OPPORTUNITY VS. RETENTION
t
Opportunity to increase
revenue & benefit from
market advantages
Same or higher
Investment needed to not
lose existing business
When is the right time to invest?
26. Embrace the Change – Don‘t fight it
Be customer & employee centric
Generate additional value
Technology – Process –
Organization
Partner with experienced Change
Leaders
CHANGE MANAGEMENT
Implementing change in organizations: how to upgrade your organization processes and infrastructure
Velocity: Digitalization is coming on a fast pace (also because it is hyping)
If you are not moving fast – your competition does!
You will have to meet the expectations of your employees and your customers
Be creative and push for innovation – don‘t be afraid – failing is not as harmful as doing nothing!
Kodak is probably the most famous example of such arrogance (not to listen and invest): An employee developed the first digital camera in 1975, but the company did not want to endanger the existing business. A known unfortunate decision because Kodak was never able to catch up with the market changes.
Many companies think they do digitalization and are looking just at processes to improve or add fancy tools.. This is not a digital transformation!!
In Gen Y, you‘d call this EPIC FAIL
“Digital business clearly has the power to transform organisations,” the report states. As this transformation evolves, success requires a move from digital experimentation and pilots to the digital scaling of proven practices.
“If we don't respond to what is happening in the environment, we are in danger of becoming frog soup,” says Rowsell-Jones. This is a reference to the oft-used metaphor about frogs that will not jump out of the pan if the water is tepid, and thus, be boiled to death.
„this is the peace I‘m missing in most discussions about digitalization. It is NOT about fancy tools.
https://www.cio.co.nz/article/629628/fire-yourself-cio-come-back-business-executive
If there is ONE Question, I‘ve always been asked is – how do you manage such a change?
Let‘s assume we have indentified the areas of change,
Setup a Business and a IT Strategy,
Focus areas will be along the lines that I mentioned earlier.
Comments like ‘we don’t do that here’ or ‘that is not the way we work’ stop businesses from scaling as digital businesses.
Hype Companies
Fund rainsing 10m / that‘s nothing?
Growth pain start ups vs mature companies
Mobile app companies – issues apple store
Brief – email – yammer
Involve all stakeholders at an early stage
Clearly explain the background, purpose and requirement for change
Inform employees in a timely manner about the steps required and provide regular updates on the progress
Respond to opposition, criticism and insecurity, paying particular attention to "covert" resistance
Help employees to obtain the appropriate qualifications and prepare them for the changes
Set an example and embrace the changes yourself
Give employees time to get onboard, be patient, allow mistakes and celebrate success
It‘s all about emotions!
People decide based on their gut feeling and search for arguments to justify it.
Intrinsische vs. Extrinsische Motivation
In principle, change is perceived as particularly stressful by employees if:
They have the impression that the changes are being imposed on them by external forces as they feel that they have no choice and are the victims of circumstance
They feel at a disadvantage because of the change or that it may have negative consequences
They believe they cannot bear the change or feel overwhelmed
Too many changes are executed at the same time
They are not in the best physical condition
As a leader, you need to address emotions with the right actions
This is not just about the basic decision – this is also how you manage your employees!
VP and research director at Gartner,
https://www.cio.co.nz/article/629628/fire-yourself-cio-come-back-business-executive
“Digital business clearly has the power to transform organisations,” the report states. As this transformation evolves, success requires a move from digital experimentation and pilots to the digital scaling of proven practices.
Good news – you are not alone in this situation and you don‘t have to manage it on your own. You need an experienced partner for it.
“If we don't respond to what is happening in the environment, we are in danger of becoming frog soup,” says Rowsell-Jones.
