How lessons from Change MGMT & Social Media can drive communications strategies for more efficient program deployment.

1. +
HOW LESSONS FROM
CHANGE MGMT +
SOCIAL MEDIA
CAN DRIVE COMMUNICATIONS STRATEGIES FOR
MORE EFFICIENT SAMS DEPLOYMENT
chris theoharis
www.theoryandpraxis.me

2. 1
WHY
CHANGE?
“ We must now face the obvious question: What is the chance that
tomorrow’s most successful organizations will be as different from today’s
corporate behemoths as the Internet is different from plain old telephone
service? The answer: A lot higher than you think. Unlike your company,
the Internet already is adaptable, innovative and engaging.
“ New problems demand new principles. Put bluntly, there’s simply no
way to build tomorrow’s essential organizational capabilities—resilience,
innovation and employee engagement—atop the scaffolding of 20th
century management principles.
—Gary Hamel
The Future of Management
chris theoharis
www.theoryandpraxis.me

3. 2
OPEN GOV +
THE SAMS MISSION
Federal mandates have
tasked government to
deliver greater:
 Transparency
 Accountability
 Efficiency
chris theoharis
www.theoryandpraxis.me

4. 3
DEFINING
CHANGE MANAGEMENT
change • management
1 A structured approach to transitioning individuals, teams and
organizations from a current state to a desired future state.
2 An IT service management discipline.
 In the IT context the objective of change management is to ensure that
standardized methods and procedures are used for efficient and prompt
handling of all changes to controlled IT infrastructure, in order to minimize
the number and impact of any related incidents upon service.
chris theoharis
www.theoryandpraxis.me

5. 4
WHY IS MANAGING
CHANGE CRITICAL?
Change can be exciting...
when we own the change.
When change comes from without, it may
generate uncertainty, fear and consequently
resistance to transition.
chris theoharis
www.theoryandpraxis.me

6. 5
WHY IS MANAGING
CHANGE CRITICAL?
“ An organization
can announce,
mandate, and
require anything
they want, but if
employees don't
buy into the
solution, it's dead
in the water.
—John Fisher
The Process of Transition
chris theoharis
www.theoryandpraxis.me

7. 6
BEST
PRACTICES OF CHANGE
John Kotter’s
“8 Steps to Successful Change”
1 Increase urgency
2 Build the guiding team
3 Get the vision right
4 Communicate for buy-in
5 Empower action
6 Create short-term wins
7 Don't let up
8 Make change stick
chris theoharis
www.theoryandpraxis.me

8. 7
DEFINING
SOCIAL MEDIA
“ The terms social media, new media, web 2.0, enterprise 2.0 and
gov 2.0 are associated with web applications that facilitate participatory
information sharing, interoperability, user-centered design and
collaboration on the World Wide Web or within an intranet.
ENGAGECREATE SHARECOLLABORATE
Social is not merely Facebook and Twitter.
Project Management platforms are social, collaborative networks too.
chris theoharis
www.theoryandpraxis.me

9. 8
SOCIAL MEDIA &
CHANGE MANAGEMENT
Together at last?
“ Social media platforms are ideal mechanisms to facilitate change
because much of change management boils down to ongoing
conversations and dialogue within a company.
—Jennifer Johnston Canfield
Slate Strategy
chris theoharis
www.theoryandpraxis.me

10. 9
GOV 2.0
TAKEAWAYS
Lessons from successful enterprise
& gov 2.0 deployments .
1 Don’t sell change, sell results
2 Clarity is king
3 Senior level buy-in is essential
4 Empower users
5 Community management vs.
marketing campaigns
chris theoharis
www.theoryandpraxis.me

11. 10
OPPORTUNITIES
FOR INNOVATION
Deployment Communications Strategies
“ People won’t read their emails.
—Nihal Malhotra / Jack Banks
 There are structural reasons for diverting all communications through the
proper POC.
 Change management theory and best practices hold that organizational
leaders must be instrumental in bringing about change. If these
individuals are not convinced, resistance to change is increased.
chris theoharis
www.theoryandpraxis.me

12. 11
OPPORTUNITIES
FOR INNOVATION
Deployment Communications Strategies
Generating agency-wide support via targeted communications vehicles.
Bureau Input
Thought POC
Leaders Comms
Power General
Training Users Users
Support Peripheral Word of
Community
Mouth
chris theoharis
www.theoryandpraxis.me

13. 12
OPPORTUNITIES
FOR INNOVATION
Portal Improvement + Bureau Deployment Toolkit
“ Enterprise 2.0 seeks to decrease the amount of time spent in email by
providing users easier access to experts and answers through searchable
and shareable platforms.
 Share triumphs
 Share issues
 Share education
Aggregate + Analyze + give Access.
“ ...there are so many domains or fiefdoms, that a problem in one is usually
a problem in many.
—Nick O’Doherty
Bright Beehive
chris theoharis
www.theoryandpraxis.me

14. 13
OPPORTUNITIES
FOR INNOVATION
The Case for Social Tools
BLOG | SOCIAL FAQ | WIKI | FORUM | ONLINE USER GROUPS
“ Developing a public roadmap that looks as much as one year into the
future and is visible to all employees has proven to be a very effective
way to engage employees and ensure everyone is on the same page.
Managing expectations as well as the actual product is the balancing act
of enterprise 2.0.
chris theoharis
www.theoryandpraxis.me

15. 14
ENGAGE
RESPONSIBLY
With greater engagement, comes greater
responsibility.
Reference core values:
 Transparency
 Accountability
 Efficiency
Be genuine (aka engage yourself).
chris theoharis
www.theoryandpraxis.me