The complete guide to change management

Change:
Why It’s So Hard To Accomplish Sustainable Change?
&
The Basic Methodologies and Transformational Change Concepts Being Used Today !
Includes a Complete Guide to How to Effectively Approach Change.
Organizational Change Concepts from Design of a a Team to Re-Engineering a Company

This Course Includes:
Change How To!
Prosci-ADKAR, Kotter 8-Step Change Process,
The Deloitte-EVD (Enterprise Value Delivery) Change Process, The Q-line Change Process &
The New AIM (Accelerating Implementation Methodology for Change) Process

01/09/14

1

Change: Why Most People Hate It!

A Follow-up to the 5 Dysfunctions of a
Team
Written & Presented By Rich Fierson
HC-ROI Director of Change
01/09/14

2

It all begins with Change
“ It is not the strongest of the

species that survives, nor
the most intelligent, but ….

the one’s most
responsive to change.”
Charles Darwin

Team + Ideas + Concepts =
01/09/14

POWER
3

AGENDA
The Big Picture Items and Large Topics
PART 1
1. Why Does Transformational Change Fail 70% when
companies try to create their own methods?
2. Transformational Change Blunders and Companies
that Failed because they Could not see the
Opportunities for Change, and those that could see
the Opportunities!
3. Why Do Employees Resist Change (At all Levels)
4. How to Fix Change and The Resistance Issue
5. The Transformational Methodologies that Work
Best, and an Overview of these Methodologies

01/09/14

5

AGENDA
The Big Picture Items and Large Topics
PART 2
8. The Best Proven Methodologies of change.
1. EVP- Enterprise Value Delivery Change System
for ERP Transformations
2. The Prosci A.D.K.A.R. Model
3. The Kotter Model and Tools to help the other
Methods succeed
4. The Q-Loop
5. The measurement and Assessment Phase for
understanding where you are, and where you
need to go
8. Support from the TOP = Success
.

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6

AGENDA
At this program's conclusion, participants will be
able to:
1. List reasons why people resist changes.
2. The Metrics and Tools for Assessment and
Measuring Change
3. Describe how you will handle The ON-GOING
Change in the future.
4. GAP, Assessments and Metric Analysis, Defining
the REAL Goals
5. How to Begin implementing goals/plans created
during this session
6. Understanding some of the Key Change
Methodologies
01/09/14

7

Let’s Begin
•
•
•
•
•

Introduction
Let’s have some Fun!
Exercise 1 & 2
Today is all about
CREATIVITY

01/09/14

8

How many squares do you see?

01/09/14

9

Solution # 1,That’s It ???

Sums up to: 17 !
Or are there More?

01/09/14

10

Solution #
2 This one you should have caught!

Plus 4
sums up to: 21 !
IS THIS IT!

01/09/14

11

Solution
# 3 OK This one took some work!

Plus 4
sums up to: 25 !
IS THERE EVEN MORE?

01/09/14

12

Solution # 4. YOU ARE A CHAMPION OF
SEEING THE ANGLES & POSSIBILITIES

Plus 5
sums up to: 30

There is much more to Thinking & Change than it
seems at First Glance!
A good method helps you see all of the pieces
sooner...before you get into trouble

01/09/14

This Exercise designed by Deloitte & Co

13

TEAM EXERCISE #1
The Personal History Exercise:
• Each person must stand and answer the following
questions:
– Where did you Grow Up?
– What was the most difficult or important
Challenge of your Childhood or Teenage
years?
– What was your Worst Job, and what was
your Best Job?
– Name one thing that the others in the room
may not know about you?
01/09/14

14

14

• SECTION 2 CHANGE RESISTANCE,
FAILURES & OVERCOMING CHANGE
RESISTANCE

GE
AN
CH

01/09/14

CE
AN
IS T
ES
R

15

How Does Effect Me?
We are constantly Making Change
For the Sake of Change

I have Goals to Meet, And
This will Get In The Way

This
Here What We See ofWill Take Time I using
Change
Don’t Have
This is another FLAVOR
A
OF THE MONTH
an Ice-Berg
U
Why do We Need These
Consultants?

My People Know What To Do

01/09/14

Change That We Don’t
Want to See
16

TOP, but Rather they hit the Ice below the Surface

Change = Represents the Real Hidden
Dangers, That We Don’t see

01/09/14

17

Below their personal surface (I call this - the Head…Bob…&
Weave at the Management Meeting Table)

The Total Picture

This is another FLAVOR
OF THE MONTH
How Does Effect Me?

I have Goals to meet, And
This will Get In The Way

We are constantly Making Change
For the Sake of Change
My People Know
What To Do

01/09/14

Why do We Need
These Consultants?

Change That We Don’t
Want to See

This Will Take
Time I
Don’t Have

18

Change is Inevitable,
Growth is Optional

01/09/14

19

The Unfortunate Truth
“There is nothing more delicate to take in hand, nor more
dangerous to conduct, nor more doubtful of success, than
to step into the world of the introduction of changes and
New Ideas
As a leader in the company who believes his/her brain
should not be left at the door upon entering the company
For the person that innovates will have for his enemies all
those who are well off under the existing order of things, and
only lukewarm supporters in those who might be better off
under the new.”
Niccolò Machiavellihe Prince 1527
With some changes from Rich Fierson
01/09/14

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• The First Step:
– to enable a Change is to create,
also happens to be the No. 1 element in
ADKAR and also the No. 1 in the Kotter
Methodology

it

• When a person is
of the change
And
The nature of change,
why it’s needed and the Risk Of Change Then your
Chance to succeed is improved by 40 points on a
chart I will show latter.
01/09/14

21

• The First Step:
– to enable a Change is to create AWARENESS,
it also happens to be the No. 1 element in
ADKAR and also the No. 1 in the Kotter
Methodology
• When a person is AWARE of the change
And UNDERSTANDS The nature of change,
why it’s needed and the Risk Of Change Then your
Chance to succeed is improved by 40 points on a
chart I will show latter.
01/09/14

22

•
1.
2.
3.
4.

Building Awareness of the need for
change requires the following
components:
What is the nature of the change and how
does align with the Vision of the
Organization
Why is the change being made, and what
are the risks of not changing
How will the change impact our group,
dept, community, etc.
What is in it for me (WIIFM)

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23

CHANGE SLOW & STEADY

THE POOR FROG THAT DID NOT NOTICE ANY CHANGE
IN THE ACTUAL TEPERATURE…WHY Didn’t He/She?
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Why Does Change Fail?
• The hard truth is that most change initiatives are
done “to” employees, not implemented
“with” them or “by” them.
• Although executives are pushing behavior
change from the top and expecting it to cascade
through the formal structure, an informal culture
left to instinct and chance and they will likely

dig in its heels

01/09/14

25

TEAM CHANGE ASSESSMENT EXERCISE

• Turn to the next page in your book. You
have 20 minutes to answer the following 15
questions DO NOT PUT YOUR NAME ON
THE SHEET – You must be as honest as

Possible.

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26

26

• You have 3 minutes to write this paragraph.
The one who writes it the neatest and gets
the most words down
• wins

01/09/14

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Must be ledgeable and neat. They will be collected in 4 minutes – The one
Who has the most words, with neatest handwriting (wins $)

Challenging Complacency
Many successful change programs grow out of crisis. Ford’s
“change-or-die” story was repeated at Continental Airlines, HarleyDavidson, the Martin guitar company, IBM, and many others. This
raises an important question: Does an organization have to wait
For a crisis before change is possible? According to Harvard
Business School professor Mike Beer, the answer is no. He
believes that change leaders can raise concerns about a
current problematic situation, and urge management to challenge
the complacency that fosters it-----without resorting to “crisis
mode” tactics. He offers the following four approaches for
28
accomplishing this goal:
01/09/14
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The Way It Has Been

Most of us have little input in
CHANGE or a “Change
Plan”….
With the exception of one very

important THING ?
01/09/14

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29


»Our
Attitudes!

01/09/14

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• Reason 1- FAILURE TO MAKE A COMPELLING
AND URGENT CASE FOR CHANGE:
• What is obvious to for some may not be so obvious
to other pivotal players.
• Some leaders mistake activity for real change
action
• How real and meaningful is the case for change for
each of the pivotal groups?
• Do they feel a sense of crisis, a “Burning Platform”
Platform
If not, how can you create it?
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FAILURE TO MAKE A COMPELLING
AND URGENT CASE FOR CHANGE:

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• Driving and managing change will remain
the number one priority for a leader.
According to a recently published study the
reality is that most change efforts fail.
• The good news is that many of these
failures can be traced to these common
mistakes:
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33

• Because we Fail to Communicate to All The
People that are needed to be engaged! We
always tell ours selves that we Need To
Have Many Many… Meetings!
• The problem is that meetings are NOT
Necessarily Communications Events In
FACT
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• The single biggest problem
in communication: is the
illusion that it has taken
place.” – George Bernard Shaw
place

01/09/14

35

• Failure to create a strong sense of urgency
causes a change movement to lose
momentum before it gets a chance to start.
• Establishing a true sense of urgency
without creating an emergency is the first
objective achieved to overcome the routine
of daily business. (We will come back to this
one)
01/09/14

36

NOT DEALING PROACTIVELY WITH RESISTANCE:
Managing resistance to change is challenging and
it’s not possible to be aware of all source
Resistance to Change.
Change
Expecting that there will be resistance to change and
being prepared to manage are not necessarily the
same, and it requires is a proactive step.
same

01/09/14

37


“People don’t resist
change. They resist

Being Changed!”
– Peter Senge

01/09/14

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• “What Moves men/women of genius, or rather

what inspires their work, is not just the ability to
formulate new ideas, but their obsession with the
idea that has already been said is still not
enough” - Eugene Delacroix
• 70% of all Business Change Efforts Fail

• WHY

• Because the greatest challenge leaders have with
change is their Inability to Generate Buy- In, and
Urgency, for change across the organization!

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• 70% of Almost All Business Change Efforts Fail
•

Here is an average Transformational Success Rate Chart Comparing the
Leading Methodologies and Companies that develop their own methods
100%

89%
78%

80%
60%
40%
30%
20%
0%

S
U
C
C
E
S
S

ADKAR

01/09/14

F

A
I
L

S
U
C
C
E
S
S
KOTTER

F
A
I
L

S
U
C
C
E
S
S

F
A
I
L
F
A

I
L
COMBO OF
ADKAR & KOTTER

= Success
= Failed

S
U
C
Using non-Trained
Change People & Your
40Own Methods

• Change fails because it takes too long!
• This causes your people to lose interest
• Most times you can’t create enough Shortterm Wins!
• We have less people doing more work, and
getting people the time away from their
primary responsibility simply makes it too
hard for many
01/09/14

41

• You were not able to overcome the inherent
pervasive resistance that runs unchecked in
yours, and all companies
• You could not generate the intense amount of
energy needed to drive transformational change
• Your own Arrogance got in your way
• Finally you could not translate your change
agenda into a motivating agenda
01/09/14

42

• SELF-DIAGNOSTIC SURVEY

01/09/14

43

Companies That Could Not Change – The Failures?
• Blockbuster – When Netflix came out Blockbuster who
was sitting on $5 B in Cash was offered to purchase
Netflix for $50 M, - NetFlix has two other new competitors
RedBox and Hula
• Sears & JC Penny – How did these two Brick and
Mortar Stores not see Wal-Mart, Costco & Target
coming?
• Eastman Kodak – They invented the Digital Camera
and did Nothing with it. Yes it was a new Paradigm.
• When Forbes produces the list of most Valuables
companies in 1917- only 15 still exist, and some are just
hanging on~!
01/09/14

44

• Sony – Do you still do your morning run with your Walkman?
The story may still be out on Sony
• US Steel – Today it’s just 1/5 of the value they had when
Forbes did their first published the Most Valuable Companies
List in 1917 – Today only companies 15 still exist, and some
are just hanging on~!
• Barnes & Noble and Boarders – Tell me how they missed the
internet, and Amazon?

• “Remember It’s not the strongest of the species
that survives, nor the most intelligent that
survives. It’s the one most adaptable to Change”
Charles Darwin

01/09/14

45

• Some Managers and companies believe
that they know more then everyone else
• Inertia (Will explain)
• Fear of losing a job or power or control
• Comfort with the status Quo
• Not using Your full people/Human Capital
• Could not see what was in it for
themselves, peers, customers or company
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46

How did They Fail

01/09/14

47


01/09/14

48


01/09/14

49


01/09/14

50

So What Can We Do?
•
1.
2.
3.
4.
5.

The Challenge is to:
Recognize the need for change and overcome
the fear of change
Be Scrupulously honest about your
organization's current shortcomings
Get everyone to buy-in to the change
Offer the needed tools to deliver the change
Successfully coax a Dinosaur company from
where it is today to where it needs to be
tomorrow

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51

Companies that Made the Transformational
Changes Needed to Compete and Succeed

Apple - Well from Computers to ……But Here is
the Challenge. What does Apple do without
Steve Jobs as the Captain of the Ship? In other
Words What the NEXT ACT FOR APPLE?

Might Have Been

01/09/14

52


• G.E. went from $12 B in 1970 to $466 B today
When Mr. Edison opened up GE he said “ I’d put my
money on the sun and solar power, I hope we don’t
have to wait to oil and coal run out. He said this

in 1931

01/09/14

53


• Capital One – Every year Capital One tests
over #50,000 new products and ideas!!!!
• Netflix…. Red Box ---- Netflix knocked off
Blockbuster. The question is When will; Red
Box or another kick of NewtFlix?
• The Whole Darn Internet
• DuPont – Went from making gunpowder to
Today they are a Teflon, Kevlar, Mylar, Nylon
Lycra
• Nokia - From paper to phones
• Amazon
01/09/14

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Why Do Employees Resist Change
• Because usually No One asks them, (or when they
do…they don’t listen for their opinion) - Which is
more often the correct one.
one
• They don’t resist change…. They resist BEING
CHANGED!
• Most are worried that change is a tag-line for
cutting jobs
01/09/14

55

John Kotter Quote on Why People
Resist Change
• “When people see it being done right, their fear
level quite rationally goes down and their
conviction grows that the plan can
work...People do resist change because
they're afraid. But they also resist change if
they perceive that it's being done stupidly. If
you can get them to understand how they can
play a constructive part, sometimes it's

amazing what happens." John Kotter
happens

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John Kotter Quote on Why People Resist
Change
• “The key piece of advice that Kotter offers is for
organizational leaders to take the time to get
themselves informed about what does and
doesn't work - before launching into action with
a change initiative. As he says:
• "If you get that knowledge upfront, it can
save you great grief and money later on

01/09/14

57

Why Do Employees Resist Change
• Because no one leading the change
understands that change happens not from
strategy but from the actual tactical (getting
your hands-around the change by getting
your hands dirty!
• Because the failure rate is 70%- It takes 100%
Involvement to hit the 30% success rate

01/09/14

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CREATIVITY SURVEY

01/09/14

59

Methods For Removing the Obstacles
SECTION 3 - CREATING & UNDERSTANDING
THE GOOD

01/09/14

60

Fixing the Problems
Fixing the Problems
Team Survey
Team Survey

01/09/14

61

Methods For Removing the Resistance Obstacles

•
•
•

Prosci/ADKAR
Using Kotter’s 8-Steps
Using - EVD (Enterprise Value Delivery)
– Using the Q-Loop
• Using both the Tactile Change and the
Emotional Change at the same time

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62

• Be able to Articulate a Clear Vision
• Maximize the human Capital involved
• Leadership must be fully versed on all details
of the plan
• Ensure alignment through one-on-one
meetings, group discussions, data review,
• Teaching the tools of data and change
• Establish for all members of the organization appropriate expectations
01/09/14

63

• Create a genuine enthusiasm for the change
• Make it a Team Effort
• Create an organizational energy, including a
collective motivation, enthusiasm Create
Passion
• Establish and create both the behavioral and
emotional components of change
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64


• Don’t just focus on the Tactical components,
components
but rather the Emotional Components as
well
Get in the trenches Change is not just
Strategic, it’s Emotional & Tactical

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65


• The Five Factors
– Factor 1- A person’s view of their current
state
– Factor 2- How a person Perceives
problems
– Factor 3-The credibility of the sender
– Factor 4 - Circulation and containment of
“misinformation or rumors
– Factor 5- Contestability of the reasons for
change
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66

• Build a culture of Innovation
• Give People a Reason to Change
• Trigger a sense of optimism around the change
initiative
• MAKE IT FUN
• Expect and plan for resistance
and opposition.
opposition
• Answer what’s in it for me?
• Get 100% of the Human Capital Involved
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– The Organization must be able to adapt
faster then ever
– If your organization looks at the changing
environment: as an opportunity instead of
an impediment it’s in a stronger position then
their competition
– Culture is a Lagging, not a Leading
indicator

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68

1. Culture changes when people change, and
how they relate to each other
2. Companies that maximize their full
compliment of Human Capital normally
succeed
2. When the people (including managers)
oppose change, Leadership can and does
have to overcome this issue. Working on
tangible projects together from front-line to
management ignites these changes.
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69


4. Working on tangible projects together
from front-line to management ignite
these changes by;
• Making the change MEANGINGFULL
• Changing Leadership BEHAVIOR
• Creating and sustaining URGENCY
• Releasing organizational ENERGY
• Holding everyone ACCOUNTABLE
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70


• What’s the Best Way to Have a Great Idea?
• He best way to have a good idea is to

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71


• What’s the Best Way to Have a Great Idea?
• He best way to have a good idea is to
Have A
Lot
of Ideas

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Readiness For Change Survey

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73

The Major Change Methodologies That Work

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• Most employees learn quickly that bureaucracy,
hierarchy, and silos create bottlenecks for new
ideas.
ideas
• In Fact Tom Peters once said “that in most cases
the log jam is at one place at the top of the bottle.
The Top of The Bottle, he said- Is just like the Top
of The Organization.”
Organization
• His answer meant the Top of the Bottle =
Bottleneck = The Top of Organization!

Which = Failure!
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• Fun Facts: “More new information has
been produced in the last 30 years than
in the first 5,000 and a weekday edition
of the New York Times contains more
information than the average person was
likely to come across in a life time in 17 th
Century England” Harvard Business Journal

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Methodology Defined
Methodology:
Defined

A body of practices, procedures, and rules
used by those who work in a discipline or
engage in an inquiry
* From the American Heritage Dictionary

Inquiry:
How do we manage the people
side of change?
?

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Readiness For Change Survey

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78

What is Change Readiness?
• Change readiness is the ability to
continuously initiate and
• Respond to change in ways that create
advantage, minimize risk, and sustain and
increase performance in performance

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USING THE TRANSFORMATIONAL
CHANGE METHODOLOGIES

ADKAR
LEWIN &
KOTTER
ENTERPRISE VALUE DELIVERY

The Q-LOOP

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80

• For The best overall strategy one should think
of using Prosci/ADKAR Along with Kotter Tools
The Kotter 8-Step Methodology
• For the Tools to assist with ADKAR – You need
Kotter’s 8-Steps
• Kotter alone will Work as Well
• For a Software or ERP Change - EVD (Enterprise
Value Delivery)
• The generally accepted change & tools of
Assessment
• The Q- Loop
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The Building on the Kotter Change Revolution
Prosci-ADKAR Methodology
The five building blocks of successful change

A.D.K.A.R.
Awareness - of the need for change
Desire - to participate and support the change
Knowledge - on how to do change
Ability - to implement required skills and
behaviors

Reinforcement - to sustain the change
A

D

K

A

R
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ADKAR OVERVIEW
• Successful Change, at it core, is rooted in
something much simpler then one wants to believe?
– How to Facilitate Change-One Person at a Time
– In The ADKAR Methodology Change is all About
PEOPLE, ONE AT A TIME
– Someone once said that “change would be
easy, if it were not for the fact that people are
involved!”
involved!

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ADKAR OVERVIEW
• The elements of the ADKAR model falls into
the natural order of how one person
experiences Change
• The Change lifecycle begins and ends with
PEOPLE, and the 5 Factors we are now
going to discuss

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84

Phases of a Change Project

ADKAR OVERVIEW
PostImplementation

SUCCESSFULL
CHANGE

Implementation
Concept
& Design

Business Need

01/09/14

AWARNESS DESIRE KNOWLEDGE ABILITY REINFORCEMENT

Phases of Change For Employees
85

ADKAR OVERVIEW
•

Successful Change is Realized When Two
Goals are Achieved – As show in the
previous Slide

1. First the Business Must Realize the Full
Implementation of the Full Transformation
Implementation, So That the Business
Objectives are Met, and in place to
Met
Sustain The Change.

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86

ADKAR OVERVIEW

2. Second the Organization MUST Migrate
Through Each Elements of the ADKAR
Model., So that the People are able to
Implement the Change and
Reinforcements are in place to Sustain
The Change.
3. Hopefully utilizing the Kotter Tools

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87

ADKAR OVERVIEW
• The ADKAR Model is a Results-Oriented Model that
provides a framework for how Change Management
tactics and tools, all (Including: Communication,
Sponsorship, Readiness, Assessments, Coaching,
Training, and Resistance Management) come
together to produce Change
• The elements in ADKAR must happen in sequence,
and they are cumulative. Basically each ADKAR
cumulative
element is a Building Block. That’s why in the slide
Block
with the Chart - Failure was so high for people that
do Change using their own methodology
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88

The 5 Building Blocks of ADKAR
• A common mistake is that – Awareness is
equal to Communications. Yet Sharing
Communications
information does not always produce
Awareness
• ENERGY COMPANY STORY
• In a previous slide I put up the fact that
employees at all levels Internalize
Awareness
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89

The 5 Building Blocks of ADKAR
•

Awareness comes down to People View:
1.
2.
3.
4.
5.
6.

There view of the Current State
How They Perceive Problems
The Credibility of the message sender
The Circulation of Misinformation of rumors
The contestability of the reasons for change
Their individual position and even job
succession

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90

The Energy Story Revisited
•
•

•

•

Remember all the employees were given the
same communication
The first employee discredits the information
while the last employee demonstrates a strong
conviction for the need
Building Awareness is a Process – The mistake
so many companies make is that a single
message or event will result in a uniformed
Awareness
Awareness is based not on the message SENT
but rather the message RECEIVED!

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91

Why Awareness Messages Fail to Reach the Goal
• Here is where I get tough and see so much
failure!
• We discussed Change Management Tactics
which include- Effective Communication ,
Effective Sponsorship
• Coaching By Managers and Supervisors, and
the ability and readiness to absorb Business
Information (DANNON STORY)
STORY

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92


• Before these Change Management tactics
can be applied it’s necessary to brainstorm
an discuss the awareness message
• The group responsible for developing and
implementing the change must have a
common understanding of :

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• Before these Change Management tactics
can be applied it’s necessary to brainstorm
an discuss the awareness message
• The group responsible for developing and
implementing the change must have a
common understanding of :
The Company Goals

01/09/14

The Risk of Not Changing

94

1. The Overall nature of the change, and how the
change aligns with Vision of the company
2. Why the Change is Needed Now!
3. The Risk of Not Changing
4. Making sure we are utilizing all levels and all
Human Capital Resources!
5. Who and How they will be Impacted by the
Change
6. Never…Never… Make it up as you go along –
People have excellent memories, and are not
dumb!
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95

ADKAR
ELELEMNTS
AWARNESS

WHO?

HOW?

The Most Influential
Players are

The most Influential
Activities

Of the need For
Change

PRIMARY SPONSORS Sponsorship (Leadership)
(Leadership
(Business Leaders) & Communications &
Coaching
Direct Supervisors

DESIRE

Training & Coaching,





System Experts, OD,
Finance, HR etc.

To support,
Participate in the
Change

KNOWLEDGE
Of how to change

ABILITY
To Implement
Required Skills and
Behaviors

REINFORCEMENT PRIMARY SPONSORS Sponsorship & Coaching
Direct Supervisors
Sustain the Change
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CHANGE MANAGEMENT TOOLS
Change
Management
Tools
Communications

Sponsorship

Training/OD

ADKAR Phases
of Change

AWARNESS

Employee
Feedback

DESIRE

Supervisor
Feedback/ Assessments

KNOWKLEDGE

Training
Feedback

Coaching
ABILITY
Resistance
Management

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Assessment
Results
(examples)

Performance
Feedback/Assessments

REINFORCEMENT

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Audits &
Compliance

ADKAR OVERVIEW
•
1.
2.
3.
4.
5.

The Five Factors of People in Change
A person’s view of the current state
How a person perceives Change
The Credibility of the Message Sender
The ability to reduce the standard
Misinformation or rumors
Consistency for the reasons for Change

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Change Requires A Unique Thinking - in Your Approach.
Even with the ADKAR- first step “AWARENESS”
• Just to build Awareness of Change - you need to consider
A Persons' View of
A Persons' View of
the Current State
the Current State

How a person
How a person
perceives problems
perceives problems

AWARNESS
OF THE
NEED FOR CHANGE
Credibility of
Credibility of
the Sender
the Sender

Contestability and
Contestability and
consistency
consistency
of the reasons for Change
of the reasons for Change
Calculation
Calculation
of rumors
of rumors

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Assessment Team & Individual fill out
• ADKAR ASSESSMENT

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Building Desire
•

Managers cannot dictate or control an employee's
desire to change. Employees choose. However,
that does not mean that managers are powerless to
achieve this result with their employees. The
enablers or elements that may create a desire to
change include:
1.
2.
3.
4.

Fear of job loss
Discontent with the current state
Imminent negative consequences
Enhanced job security

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Building Desire
1.
2.
3.
4.
5.
6.
7.

Affiliation and sense of belonging
Career advancement
Acquisition of power or position
Ownership for the future state
Incentive or compensation
Trust and respect for leadership
Hope in future state

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Personal context for change
• These positive and negative motivating factors are
evaluated by employees within the following
personal context:
• An employee's personal and family situation (health,
financial position, stability, mobility, relationships,
etc.)
• An employee's professional career history and plans
(successes, failures, promotions, aspirations, years
left before retirement, 2nd career potential, etc.)
• The degree that this change will affect them
personally (in some cases even large changes can
have only a minimal impact on some employees)
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Organizational context for change
• Employees also evaluate these
positive and negative motivating
factors based on:
– An organization's history with
change (past change success or
failure,
– the likelihood that this change will
really happen,
– consequences for employees that
have resisted change in the past

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THE A.D.K.A.R.

APPROACH & THE KEY
MISSING METHODOLOGY
• How to Implement Successful
Change in both our Personal
Lives, and then in our Business
Careers

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ADKAR - The Individual comes First

• A= AWARENES (of the/or) need for change)
• D= DESIRE – A Need to see the Change
Happen

• K= The KNOWLEDGE OF “HOW TO”
TO
CHANGE

• A= ABILITY -TO IMPLEMENT REQUIRED
SKILLS& BEHAVIORS

• R=THE-RE-INFOREMENT

-TO SUSTAIN

THE CHANGE
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The 5 PHASES
1. Building warmness for Change is requires the following
commencements
2. What is the Nature of the Change, and how does this
align to the Vision of the company (especially if
successful).?
3. What are the Risks of “NOT” changing?
4. How Will Change our community/culture?
5. More importantly, How will it AFFECT ME! (WIIFM)the
(
Key which is the real world
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The FIVE Factors
1.
2.
3.
4.
5.

A person's view of the current state
How a person perceives problems/issues
The Credibility of the Sender
The Circulation of misinformation
Reason for Change Contestability of the
change

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The FIVE Factors

6. The focus for Results was the genesis for
the ADKAR Model
7. The focus on RESULT is is the Key
8. The problem with Change…
Change
9. Every time we talk about change I would
ask “WHY”…WHY would you do that?, and
what is your DESIRED OUTCOME?

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Prosci's top-10 action steps for managers
• Method 1 - Listen and understand objections
• Method 2 - Focus on the "what" and let go of the
"how“
• Caution: If any combination of the following
characteristic is present, then this process is more
difficult to implement:
• The total number of employees is sufficiently large
that they all cannot reasonably be involved in and
take ownership of the design

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• Method 1 - Listen and understand objections
• Method 2 - Focus on the "what" and let go of the
"how“
• a change becomes significantly large such that
cross-department coordination and design is
required
• The design of the future state is already predetermined and cannot be changed (WHY)?
• The change is dramatic and is happening too
quickly

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•
•

Method 3 - Remove barriers
Method 4 - Provide simple, clear choices and
consequences
– Let people know what would happen and
when.
– Provide alternate routes and choices for
commuting into the city you are in.
– Share the consequences of taking certain
routes at certain times, including providing
ongoing information about the expected
delays along each route.

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• Method 5 - Create hope
• Method 6 - Show the benefits in a real and
tangible way
– Sharing case studies of other companies who
have successfully completed a similar change
(and the results they achieved).
– Inviting guests to provide personal testimonials of
how a similar type of change resulted in success
for their organization.
– Visibly demonstrating the success of pilot
programs or trials within your own organization
(share small wins and celebrate success publicly).
publicly
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• Method 7 - Make a personal appeal
– "I believe in this change."
– "It is important to me."
– "I want your support."
– "If you go with me on this, I will make
sure this works out."
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• Method 8 - Convert the strongest
dissenters
• Method 9 - Create a sacrifice –Proving:
Proving
• The Carrot & The Stick
• They are serious about this change .
• Resistance will not be tolerated .
– The consequences for not moving ahead
with the organization are real and severe.
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• Method 10 - Use money or power
• The Carrot & The Stick
– Increase their compensation or
create a bonus program such that
they are directly rewarded for the
successful completion of the change.
– Offer a promotion to a position they
desire.
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The Core Tenets of Prosci Change Theory
1

• All changes in an organization
ultimately take place at the individual
level

2

• Successful change can be modeled
and Has to be repeatable

3

• Process, tools and principals (I.e.
methodologies) exist to drive
successful change

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Effective change management
requires two perspectives
INDIVIDUAL
INDIVIDUAL
Perspective
Perspective

How does One Person
make change Successful
How many were at Lexington? and in
Philadelphia?

The marriage of individual and organizational change
management is what differentiates Prosci’s methodology

ORGANIZATION
ORGANIZATION
Perspective
Perspective
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What processes and tools
exist to support
individuals Through
change?
118

ADKAR
• ADKAR is a model for enabling change.
• ADKAR provides a goal-oriented framework
that helps companies realize their objectives
more quickly and completely.
• Applications for this model include:
include

+
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=
+
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ADKAR APPLICATIONS
• Learning tool for teaching management, especially
when analyzing case studies of successful and
failed companies and changes
• A tool for Change management teams to assess
the readiness of their Change management plans
and guide activities
• A coaching tool for managers and supervisors
during Change

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ADKAR APPLICATIONS
• An assessment tool for diagnosing
changes underway and identifying
potential barrier points to change
• A planning tool for Change
• Simply stated ADKAR is a device for
teaching Change Management

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The ADKAR change model
Phase 1 - Preparing for change
The first phase in Prosci's methodology is
aimed at Getting ready. It answers the
ready
question: "how much change management
is needed for this specific project?" The
first phase provides the situational
awareness that is critical for effective
change management.
Outputs of Phase 1:
• Change characteristics profile
•
•
•

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Organizational attributes profile
Change management strategy
Change management team structure
•
Sponsor assessment, structure and
roles

122

The ADKAR change model
Phase 2 - Managing

change

The second phase of Prosci's process
is focused on creating the plans that
are integrated into the project
activities - what people typically think
of when they talk about change
management. Based on Prosci's
research, there are five plans that
should be created to help individuals
move through the ADKAR Model.
Outputs of Phase 2:
• Communication

plan

• Sponsor roadmap
• Training plan
• Coaching plan
• Resistance Management
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•

plan

123

The ADKAR Change Model

Phase 3 -

Reinforcing

•Equally critical but most often overlooked, the
third
process helps project teams
change phase of Prosci'splans for ensuring that the
create specific action
change is sustained. In this phase, project teams
develop measures and mechanisms to see if the
change has taken hold, to the see if employees are
actually doing their jobs the new way and to
celebrate success.
•Outputs of Phase 3:
• Reinforcement mechanisms

• Compliance audit reports
• Corrective action plans
· Individual and group
• recognition approaches

•

· Success celebrations
• After action review

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The ADKAR Change Model
The Critical Linkage - People make up
organizations, therefore people are the Key
• The linkage
between
individual
change
management
and
organizational
change
management
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The five levers of change management in the
Prosci 3-Phase Change Management Process

1.
2.
3.
4.
5.

Communications
Sponsor roadmap
Coaching
Training
Resistance management

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A

R

126

D K

A

Phase 1: supporting structures
• Goals & Results
OLD MODEL

TEAM STRUCTURE

S =sponsor

S

Team

Team

Bottoms Up Approach Based On Who is
Being Impacted By the Change

Architect the “Right” Stricture
and Prepare the Team

CM

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Phase 2 – Managing
Main
Activity

–

• Phase 2

Develop change
management plans

Take action and implement plans

:

Create plans
– Communications plan
– Sponsorship roadmap
– Coaching plan
– Training plan
– Resistance management
plan
– Integrate into project plan
– Execute plans

Why? To create formal deliverables and plans that will
move individuals through A, D, K, A and R
18

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It all begins with Change!
“ It is not the strongest of the

species that survives, nor
the most intelligent, but ….

the one’s most
responsive to change.”
Charles Darwin

Team + Ideas + Concepts = POWER
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Successful change management requires both
individual and organizational approaches
• Organizational

Actions and steps taken by the project teams, change mgmt
practitioners, and leaders and managers throughout organization

• Individual
Moving each other to their own current sate to their own future state

CURENT

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TRANSITION

FUTURE
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ADKAR ASSESSMENT
• To Be done in both Teams and Individual Basis
Here

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FUN FACT
• Howard Schultz, founder of Starbucks, said
"I believe life is a series of near misses. A lot
of what we ascribe to luck is not luck at all.
It's seizing the day and accepting
responsibility for your future. It's seeing
what other people don't see and
pursuing that vision."

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The Kotter Approach to Change
• The KOTTER APPROACH & THE 8 STEPS

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• “What is the difference between “change
management” and “change leadership,”
leadership
and whether it’s just a matter of semantics.
• These terms are not interchangeable. The
interchangeable
distinction between the two is actually quite
significant. Change management, which is
management
the term most everyone uses, refers to a set
of basic tools or structures intended to keep
any change effort under control.

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• All structures intended to keep any change effort
under control.
• The goal is often to minimize the distractions and
impacts of the change.
• Change leadership, on the other hand, concerns
the driving forces, visions and processes that fuel
large-scale transformation. In the video I am
playing next Kotter delves a little deeper into the
differences between the two concepts, and
highlight why we need more change today
• The ever (Blockbuster, Netflix, Red box) Story
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• Kotter Video ONE

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•

Businesses hoping to survive over the long term
will have to remake themselves into better
competitors at least once along the way. These
efforts have gone under many banners

1.
2.
3.
4.
5.
6.
7.
8.

Total quality management,
Reengineering
Innovation
Rightsizing
Restructuring,
Cultural change
Six Sigma, Lean systems
And turnarounds, to name a few

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• In 1995, completed a 10-year study of more than
100 companies that attempted such a
transformation.
• RESULTS of his observations, outlining the 9 of
the largest errors that can doom these efforts
and explaining the general lessons that
encourage success. Unsuccessful transitions
almost always founder during at least one of the
following phases:

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1.
2.
3.
4.
5.
6.
6.
8
9

The Reason for SUCCESS:
Generating a sense of urgency,
Establishing a powerful guiding coalition,
Avoiding premature declarations of victory,
developing a vision,
Ability to communicate the vision clearly and often
Leadership and Sponsors removing obstacles,
obstacles
Planning on, and creating short-term wins
Avoiding premature declarations of victory
Embedding changes in the corporate culture that are
needed
Realizing that change usually takes a long time

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John Kotter and His 8-Steps Transformation Model
• Dr. John Kotter from Harvard really after Kurt
Lewin was the central figure in finding a doable
day-in, and day-out repeatable & workable
Transformation Change Model
• Kotter looking at why Change Failures found that
their were 8 Critical Steps that must be done and
like ADKAR done in order.

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Kurt Lewin three step change theory model –

Unfreeze, Change, Freeze
• Kurt Lewin three step model change theory
• The Kurt Lewin change theory model is based
around a 3-step process (Unfreeze-ChangeFreeze) that provides a high-level approach to
change.
• It gives a manager or other change agent a
framework to implement a change effort, which is
always very sensitive and must be made as
seamless as possible.
• It’s the basis for Dr. John Kotters 8 Steps
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• The Kurt Lewin model can help a leader do
the following three steps:
• Make a radical change
• Minimize the disruption of the structure’s
operations
• Make sure that the change is adopted
permanently
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What’s the Difference in each step?

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John Kotter’s 8-Step Approach To Change

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John Kotter and His Transformation Model
• A Sense of Urgency Video Clip

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• PEOPLE – STRUCTURE – MANAGEMENT
– Kotter Philosophy states that any change in one
will have a geometric effect on at least one of
the two others.

PEOPLE

STRCTURE

STRATEGY

CHANGE
MANAGEMENT

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• PEOPLE – STRUCTURE – MANAGEMENT
– Change Management is about believing that
any change involves managing each one of
these elements continually through, during
and after any improvement, change
– One Essential Skill of Change management
Experts is the ability to manage all three
elements together during a change
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“No business can survive over the longer term
if it cannot continually reinvent self. But
this is most difficult to do as it requires
working across all layers of the firm. It’s
essential and difficult, it is the ultimate
test of leadership.”

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8 Step Process
By John Kotter & D. COHEN

Creating
A Climate
For Change

1.Increase Urgency
2.Build Guiding Teams
3.Get The Vision Right

Engaging &
Enabling The
Whole Team

4.Communication-For Buy In
5.Enable Action
6.Get Short Term Wins

Implementing
and Sustaining
Change
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7. Don’t Let Up
8. Make It Stick

151

John Kotter - 8 Critical Steps to Success
“No business can survive over the longer term if it
cannot continually reinvent self. But this is most
difficult to do as it requires working across all layers of
the firm. It’s essential and difficult, it is the ultimate
John Kotter

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• 1. Establishing a Sense of Urgency
During this first step it is essential to acquire the
cooperation of many individuals and to ensure they
are motivated to participate. Kotter writes in the article
that well over 50% of the companies he watched failed
in this first phase.
• Begin by examining the firm's competitive realities,
market trends, and the effects on financial
performance.
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• 1. Establishing a Sense of Urgency
• Communicate this information dramatically in respect
of the potential crises.
• Convince at least 75% of a company's management
that the current situation is totally unacceptable, and
pursuing change is less risky than maintaining the
status quo. Build motivation, involvement and
support.

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John Kotter Risk 1. Kotter refers to this risk of
this first phase as: Not Establishing a Great
Enough Sense of Urgency
• When the urgency rate is not high enough to prevent
very serious internal problems later on in the process.
• Underestimating the complexities and potential
struggles required to shift management and staff from
their comfort zones.
• Tendencies to become overwhelmed by the risk
involved in retreating to the status quo .
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• 2. Building a Guiding Coalition
Managing Change is not enough – Change Has To
Be Led.
• Building the momentum for change requires a strong
leadership and visible support from key people within
your organization. The coalition will involve a wide
organization
representation of the formal and informal powerbase within the organization.

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• 2. Building a Guiding Coalition
By working as a team, the coalition helps to create
more momentum and build the sense of urgency in
relation to the need for change.
change
• John Kotter recognizes the
importance of the emotional dimension and the energy
that is generated by a “mastermind” group all working
together

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John Kotter Risk 2. Not Creating a
Powerful Enough Guiding Coalition
• Maintaining the existing hierarchy where if that
were working well, there would be no need for a
major transformation.
• Coalition members having no history of teamwork
at the top and therefore undervalue the coalitions
importance.
• Normally not lead by a strong line manager .

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•
•
•

John Kotter Videos Segments
1-6
Kotter ASSESSMENTS

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3. Develop a vision and strategy
• A drive for change without a clear focus will
rapidly fizzle out unless you
develop a clear vision of the future that is
accompanied with a clear description about how
things will be different in the future.
• The vision needs to defined in such a way that
it is capable of expression in a short “vision
speech” that conveys the heart of the change
in less than 5 minutes.
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3. Develop a vision and strategy
• This then needs to be encapsulated in a
powerful one or two sentence summary.
• All members of the coalition need to be
fluent in both of these vision statements.
• You need to work with the coalition to
develop the strategies that will deliver the
vision.

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John Kotter Risk 3: Lacking a Vision
• Plans, directives, and programs with no vision, but
confused
• staff.
• List of confusing and incompatible projects and
activities that can take the organization in the wrong
direction or nowhere at all.

• “ If you can't communicate the vision to
someone in five minutes or less or get a
reaction that signifies both understanding and
interest, you are not done!”
John Kotter

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4. Communicating The Vision:
Communication is everything, and Kotter
maintains that as change leader you need to use
every means at your disposal to constantly
communicate the new vision and key strategies
that support that vision.
• This goes beyond the “special announcement”
meetings and involves frequent and informal
face-to-face contact with your people - by you
and by all individual members of the coalition.
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• 4. Communicating The Vision:
• Email is not the appropriate communication
vehicle– except in support of prior face-to-face
contact.
– But it goes further than talking – you and the
coalition have to “walk the talk” visibly and at
all times be available and accessible to your
people.
• Be open and honest and address the emotional
dimension of your people’s fears and concerns.
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John Kotter Error 4: Under
communicating the Vision by a Factor of Ten
• A vision is developed, but only a single form of
communication is used. Management not
walking the talk. Deeds speak louder than
words. Not enough communication to remind of
the desired behaviors.

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• 5. Empowering Others to Act on the Vision
Or Enabling action and removal of obstacles

• This is the stage where
your change initiative moves beyond the planning and
your change initiative moves beyond the planning
and the talking, and into practical action as you put
supportive structures in place and empower and
encourage your people to take risks in pursuit of the
vision.

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• This is where you, as change leader, identify and
remove obstacles and obstructions to change .
These may arise in processes or structures that are
getting in the way.
• This may also involve addressing resistant
individuals and/or groups and helping them to
reorient themselves to the requirements of the new
realities

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• Action is essential in getting rid of obstacles to
change and in time, the big ones must be confronted
time
and removed. This sometime means some people
may have to leave the organization
• Empower people to maintain the credibility of the
change effort as a whole, to try new approaches, to
develop new ideas, and to provide leadership .

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• Change Systems and structures that seriously
undermine the vision.
• Encourage risk taking and nontraditional
ideas, activities, and actions.

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5 John Kotter Not Removing Obstacles to the
New Vision
• Failing to remove powerful individuals who
resist the change effort and who resist individual
employees who want to help make it happen,
and prevents them from acting
• Organizational structures such as human resource
systems that remain intact even when there are
clearly inconsistent compensation or
performance-appraisal structures.
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6. Planning for and Creating Short-Term Wins

• Success breeds success. Kotter advises that an early taste
of victory in the change process gives people a clear sight
of what the realized vision will be like.
•

This is important as a counter to critics and negative
influencers who may otherwise impede the progress of
your initiative.

• It is also important to recognize and reward all those
people who make these early gains possible.
• As change leader you need to be looking for - and creating
– opportunities for these early wins.
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6. Planning for and Creating Short-Term Wins
•
•
•

Develop clear performance improvements goals and measurement
systems and reward the people involved when they are achieved.
Maintain commitments to achieve short term goals to help maintain a
high urgency level and force deep thinking that can clarify visions.

John Kotter Error 6: Not Systematically Planning for, and
Creating, Short-Term Wins
•

Without short-term wins, too many people give up or actively join

the ranks of those people who have been resisting change.
• Absence of defined and measured short term goals - urgency
levels can drop. Leaving results to chance.

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7. Consolidating Improvements and Producing Still
More Change
•
•

Hold the gains and build on change
This is the time to increase the activity, and change
all systems and structures and processes that don’t
fit with the change initiative, and bring “new blood”
into the coalition.
• “This is now all about continuous improvement
and each”
John Kotter

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John Kotter Error 7 Declaring Victory Too Soon
• Allowing the powerful resistors associated with
tradition take over.
• “After a few years of hard work, Managers may be
tempted to declare victory with the first clear
performance improvement. While celebrating a win is
fine, declaring the war won can be catastrophic”
John Kotter

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John Kotter Error 7 Declaring Victory Too Soon
• Declaring victory before the changes and
business improvements have sunk deeply into a
company's culture.
culture
• Having premature victory celebrations that kill
ongoing momentum.
John Kotter

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• Kotter says that for any change to be sustained, it
needs to become embedded in the new “way we
do things around here” – that is the culture.
• A major part of this is for you, as change leader, to
articulate the connections between new behaviors
and organizational success.
success

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8. Institutionalizing New Approaches
• This is where you - and your coalition team - talk
about progress every chance you get.
• Tell success stories about the change process,
and repeat other success stories that you hear.
hear
• As change leader, this is all about your continuous
efforts to ensure that the change is seen in every
aspect of your organization.
organization

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John Kotter Error 8: Not Anchoring Changes in
the Corporation's Culture
• New behaviors not rooted in social norms and shared
values; they are subject to degradation as soon as the
pressure for change is removed.
• Not ensuring that the next generation of top
management understand the transformation that has
taken place and personify themselves, the new
approach will fail
• Poor succession decisions because employees at ALL
LEVELS are not an integral part of the renewal effort.
effort
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•
•
•

1-6
Kotter ASSESSMENTS

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“In the final analysis, Change sticks when it
becomes "the way we do things around here,"
here
when it seeps into the bloodstream of the
corporate body.
Until new behaviors are rooted in social norms
and shared values,
they are subject to degradation as soon as the
pressure for change is removed”.
John P. Kotter

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• Utilizing Kotter’s 8 Steps as the critical
Tools to support the ADKAR Methodology
equals the highest percentage of
Transformational Success.( 82.4%)

• Even if you are doing an SAP or Software
Change and using EVD (Enterprise Value
Delivery) for your Transformational Change
System. The Kotter philosophy will act as an
enabler to success!
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Final Key Points on the Kotter Method
•

3 key points emerge from their review of
companies who have followed John Kotter's
eight-step approach to change management and
succeeded with their change initiatives

1. Great change leaders are great at telling visual
stories with high emotional impact
2. The leader's example is a powerful method of
communicating feeling and facilitating change
3. Organizations need heroes at every level

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The text of multiple Kotter Speeches are in your
Syllabus in the back section of References

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183

• Many thought leaders in the world of change
management and change leadership are now
speaking vociferously about the importance of the
emotional dimension of leadership.
• Daniel Goleman and others have stressed the
importance of the leader's ability to articulate a
message that resonates with their followers'
emotional reality and their sense of purpose, and
thus motivate them to move in a specific direction.

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184

• In "Making Change Real - The Heart of Change:
Real-Life Stories of How People Change Their
Organizations"
• John Kotter, with the help of co-author Dan
Cohen, a partner at Deloitte Consulting, illustrates
how his eight-step approach to change
management has worked in over 200
organizations from 25 to 250,000 people

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• 70% of Almost All Business Change Efforts Fail
•

Here is an average Transformational Success Rate Chart Comparing the
Leading Methodologies and Companies that develop their own methods
100%

89%
78%

80%
60%
40%
30%
20%
0%

S
U
C
C
E
S
S

ADKAR

01/09/14

F

A
I
L

S
U
C
C
E
S
S
KOTTER

F
A
I
L

S
U
C
C
E
S
S

F
A
I
L
COMBO OF
ADKAR & KOTTER

F
A
I
L

= Success
= Failed

S
U
C
Using non-Trained
Change People & Your
186 Methods
Own

The Kotter Methodology From a Consultants View
• As change management consultants we review to see
if PEOPLE are aligned in support to achieve the
operations and corporate strategy?
strategy
• Change management strategies regarding the people
element include reviewing data, and performing
Assessments
• Is the firm providing the training for people to be able
to achieve the strategy and improve the structure?
• Is the firm coaching people to develop the skills to
continually change and improve?
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187

The Kotter Methodology From a Consultants View
• Does the firm have the right leadership traits necessary for
a high performance industry leading business?
business
• Are all the right people involved, well informed and focused
involved
on the right things?
• Which people communicate with each other, and how are
they treated?
• Further essential elements of the companies change
management model and change management plans are
reviewed and include considering Real DATA

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Review of Key Objectives
& Critical Success Factors
• What makes our company unique
• What makes our company successful
• Shared vision, Integration of
O.D./People Solutions, HR and
Operations
• Proven Design, Performance & Change
Methodology

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189

•
•
•

1-6
Kotter ASSESSMENTS

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190

A Developing & Implementing A
Transformational Strategy for ERP Systems
such as SAP, Oracle, or Medical Systems
like NextGen, & Centricity
• Deloitte’s EVD (Enterprise Value Delivery,
Delivery
which is the next System to Review

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191

Deloitte’s EVD (Enterprise Value Delivery)

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192

R Fierson, Human Capital-ROI D. Bennett SVP Finance MASCO & Deloitte Consulting
in Cooperation

Enterprise Value Delivery for Oracle 2.0

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EVD Education for the
MASCO-BCG
Business Transformation Team Program
Team
August 2007-9

193

Deloitte’s EVD Overview:
ERP Critical Success Factors
Experience has shown that there are twelve critical
success factors for creating, maximizing, and
sustaining the benefits of an ERP-enabled
transformation program

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S
ERP U
C
C
E
S
S

194

Key EVD Questions to Answer Today

• What type of method is EVD for ERP?
• What are the anchor threads?
• What are the exit criteria for each
phase?
• How are we applying EVD on this
project?

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195

Key Terms to Know

• SCOPE
• APPROACH
• DELIVERABLE
• METHODOLOGY
• WORKPLAN
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196

Content
EVD Overview
• Content

– ERP Critical Success Factors
• What is EVD?
– What are the benefits of using EVD?

EVD Concepts
–
–
–
–
–
–

Phases
Threads
Modules
Tasks, Cross-Thread Integration, and Deliverables
Deliverable Samples and Templates
Accelerators and Automated Tools

Key Cross-Thread Integration Concepts
– Design Approach
• Requirements Traceability Model
– BT2 Phase I Cross Thread Integration
– Testing Types

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Content Continued
• BT2 Phase II Implementation Approach
–
–
–
–
–

Inputs and Considerations
Design
Build
Deploy
Operate

Next Steps
– EVD Training
– Other Available EVD Information
– EVD Help

Q&A

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198

EVD Overview:
Experience has shown that there are twelve critical success factors
for creating, maximizing, and sustaining the benefits of an ERPenabled transformation program
1

Focus on capabilities and benefits, not just going live

2

Align the organization on the true destination

3

Achieve balanced people, process, and technology changes across all
areas

4
5
6

Use the business case as a management tool

Apply planning and program management practices throughout
the program lifecycle

Transition project roles to a way of life

Successful large scale ERP-enabled transformation focuses on
making certain that the critical success factors are addressed
throughout the lifecycle starting with a cross-functional methodology.
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199

EVD Overview:
7
8
9

Build and leverage process expertise
Extend capabilities beyond the ERP foundation
Promote post-implementation commonality

10

Teach the organization to use new capabilities

11

Define metrics and manage to them

12

Assign clear ownership of benefits

Successful large scale ERP-enabled transformation
focuses on making certain that the critical success
factors are addressed throughout the lifecycle starting
with a cross-functional methodology.
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200

EVD Overview:
What is EVD for Oracle 2.0? Ns SAP 6
• EVD (Enterprise Value Delivery) for Oracle 2.0 is a business
transformation method
• The EVD method presents a robust collection of sample deliverables,
detailed procedures, deliverable templates and accelerators, organized
by project phase and thread
• The three key components in the method are:
–Deliverables – What is delivered on the project
–Activities – How to create the deliverables
–Accelerators (Tools) – An aid that expedites or simplifies the
development of a deliverable (optional)
The method will make the everyday project life easier for all of us!

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201

EVD Overview:
What is EVD for Oracle 2.0? Ns SAP 6
• EVD is supported by a rich collection of sample deliverables,
detailed procedures, deliverable templates and accelerators,
organized by project phase and thread
• Project phases represent the progression of key groupings of
activities in the project life cycle. Project threads relate to common
themes of expertise that “cut across” each of the project phases.

The method will make the everyday project life easier for all of us!

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202

EVD Overview
What are the benefits of using EVD?
• Use the time-tested EVD method to:
– Design a project plan that will facilitate project
planning and execution with speed, quality, and
thoroughness
– Bring discipline, rigor, and order to the
implementation of complex projects
– Facilitate strong knowledge transfer
EVD helps us collaborate with you and prepare you for a successful
implementation!
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203

EVD Concepts: Phases and Threads
• The EVD method is a series of project phases and threads.
Project phases are key groupings of activities that follow a
progression through the project lifecycle. Project threads
relate to common themes of Deloitte expertise that “cut across”
each of the project phases.
The nine EVD project threads are:

The six EVD project phases are:

• Vision
• Plan
• Design
• Build
• Deliver
• Operate
• Value (VL)

01/09/14

•

People, Change and
Learning (CL)

•

Process and Package (PP)

•

Business Intelligence (BI)

•

Information Technology (IT)

•

Security and Controls (SC)

•

Support (SU)

•

Tax (TX)

•

Project Management (PM)

204

EVD Concepts:
Vision Phase
Vision

Plan

Design

Build

Deliver

Operate

The purpose of this phase is to develop and document an
understanding of the value of the project to the client

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205

EVD Concepts: Plan Phase
Vision

Plan

Design

Build

Deliver

Operate

The purpose of this phase is to initiate the project,
identify the team, and develop a detailed project plan

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206

EVD Concepts: Design Phase
Vision

Plan

Design

Build

Deliver

The purpose of this phase is to create
the detailed design utilizing the outputs from
requirements collection, design confirmation
workshops and prototyping efforts

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Operate

EVD Concepts: Build Phase
Vision

Plan

Design

Build

Deliver

The purpose of this phase is to configure and
test the business and technical requirements
established in the previous design phase

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208

Operate

EVD Concepts: Deliver Phase
Vision

Plan

Design

Build

Deliver

Operate

The purpose of this phase is to prepare the client for
go-live by performing final system testing, user training,
cut-over activities and creating or enhancing
an internal help desk to support post go-live activities

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209

EVD Concepts: Operate Phase
Vision

Plan

Design

Build

Deliver

Operate

The purpose of this phase is to transition from a
project environment to a day-to-day business operation

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210

Enterprise Value Delivery:
Project threads span the entire project lifecycle
Vision

Plan

Design

Build

Deliver

Operate

Value – Focuses on helping an organization identify and realize the tangible and
intangible benefits of an ERP software initiative so it can accurately evaluate the true
business value and results.
People, Change and Learning – Focuses on accelerating the client’s adoption of the
changes and reducing the potential performance dip that accompanies a large-scale
business transformation. The key components of this thread are: Change Leadership,
Organization & Human Resources, and Learning.
Process and Package – Applies Deloitte’s industry and implementation knowledge to
implement enhanced or new business processes. The objective is to help an
organization improve its business environment by identifying, designing, and
implementing processes that correlate with its requirements.
Business Intelligence – Focuses on organizing, tracking, developing, and delivering
information, processes, and technology critical to business analysis and decision
making. The goal of the BI thread is to ensure that the decision support solutions provide
timely, dependable, logical, and flexible reporting and analytics to an organization.
Information Technology – Focuses on creating the right technical environments to host
the ERP software, including all legacy interfaces and support processes. The IT project
team also defines the technical procedures and standards for all software applications
and manages their development and implementation within the211 infrastructure..
client’s
01/09/14

Enterprise Value Delivery:
Vision

Plan

Design

Build

Deliver

Operate

Securities and Controls – Focuses on the design and implementation of
security and controls to ensure reliable financial reporting, operational
efficiency and effectiveness, and compliance with laws and regulations.
Tax – Focuses on the identification of tax requirements across the
enterprise and development of integrated tax solutions..
Support – Focuses on achieving an optimal support solution for the client
and emphasizes the analysis of post-go-live support needs, beginning
with the earliest phases of the implementation. Many support models must
be evaluated closely to determine the best fit, based on both immediate
and long-term support needs..
Project Management – Focuses on providing the infrastructure and tools
for planning, integrating, and managing the project. Another objective for
this phase is to meet the client’s expectations within the approved scope,
cost, and time..

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212

EVD Concepts: Modules
• Modules are work packages that exist within phases and
threads
• Modules group related tasks and deliverables
Vision
Plan
Design
Build
Deliver
Operate
• Each module describes the work approach and produces a
series of related deliverables
Value
Value

Develop Value Delivery
Develop Value Delivery
Roadmap
Roadmap

People, Change
People, Change
& Learning
& Learning

Implement Change
Implement Change
Management Strategy & Plan
Management Strategy & Plan
Develop Change Impact
Develop Change Impact
Assessment Approach
Assessment Approach

Process
Process
and Package
and Package

Define Overall Scope
Define Overall Scope
Components
Components
Identify Project Book Content
Identify Project Book Content

Business
Business
Intelligence
Intelligence

Assess Business Analytics
Assess Business Analytics

Information
Information
Technology
Technology

Define Technical
Define Technical
Infrastructure Requirements

Security
Security
and Controls
and Controls

Develop Security and Controls
Develop Security and Controls
Approach
Approach

Tax
Tax

Redefine Tax Approach
Redefine Tax Approach

Support
Support
Project
Project
Management
Management

01/09/14

Assess Support Organization
Assess Support Organization
Define Outsourcing Deal
Define Outsourcing Deal

• The modules for each thread are listed
in this center section
• This is an example of the modules in
the Plan Phase

Plan Project
Plan Project

213

EVD Concepts: Module Map
representation of the method that maps all
modules by phase and by thread
• Provides an overview of the method for content
development and for sharing with the client
• A Microsoft Excel file which can be downloaded and
shared
Example of the Module Map:
• The Module Map should be read by phase –
represented by the columns on the spreadsheet
• The picture below represents the IT Thread Module
Map
•

A visual

01/09/14

214

EVD Concepts: Module Map

Thread
Information
Technology

Vision

Assess Applications

Plan

Design

Build

Deliver

Define Technical

Design Technical

Support Non-Production

Conduct Performance and


Architecture

Environments

Stress Tests

Assess Technical

Define Conceptual Technical

Build and Test Non-

Build Software Development

Build Technical Cutover

Infrastructure

Architecture

Production Environments

Programs

Plans

Example of the Module Map:
Assess Data Conversion

Procure Non-Production

Install and Configure Bolt-

Impact

Environment Components

On Tools

Procure Bolt-On Tools

Development Technical

Develop Software
Specifications

Plan Software Development

Define Configuration and
Operation Strategies

01/09/14

Conduct Technical Tests

Develop Operational and
Monitoring Processes

Design and Build Batch

Deliver Production

Schedule

Environment

Develop Technical Test

Procure Production

Approach

Hardware

Define Configuration and
Support Operating
Procedures

Build and Test Production
Environment

215

Operate

EVD Concepts: Tasks and Deliverables
• Tasks
– A task represents a single block of work and
includes a step-by-step procedure for producing
a task deliverable
– A task is the basic unit of work and represents
the third activity level in the method
– Tasks includes these components:
• Accelerators (Tools) – An aid that expedites
or simplifies the development of a deliverable
(optional)
• sample deliverables and templates
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216

• Tasks
– Detailed Procedures – A set of steps that
documents the process for completing a task
(optional)
• Roles – The types of individuals required to
produce a task deliverable
• Deliverables
– Each task has an associated deliverable
– Each deliverable may have a template and one or
more samples that can be leveraged for its
creation
– EVD 2.0 contains sample deliverables and
templates
01/09/14
217

Thread
Phase

Module
Deliverable

Module

Samples,
Templates

Task

01/09/14

Task Deliverable

218

Enterprise Value Delivery Framework
Identify tangible and intangible benefits of an
ERP initiative

Plan, integrate and manage the project
Manage the project based on value

Accurately evaluate, measure and track true
business value and results

Manage project scope, cost, and time

Identify stage gates based on value

Start with end in mind
Evaluate, design and
implement an optimal
support solution

Build organizational readiness and
People,
accelerate &
Change adoption of the changes

Project
Management

Learning

Reduce potential performance dip
due to a large scale business
transformation

Value

Analyze post-go-live needs
Transition from a project to
a “way of life”
Identify tax requirements
across the enterprise
Develop integrated tax
solutions
Leverage tax advantaged
ERP and Supply Chain
strategies

Support

Tax

Business Process
Transformation
360o Approach

Process and
Package

Security and
Controls

Design and implement
Imbed security &
security and controls to
controls into application
Information
ensure reliable financial
deployment
Technology
reporting, operational
efficiency, and regulatory
compliance
Design, Manage, operate, and support
technical architecture

01/09/14

People,
Change &
Learning

Business
Intelligence

Define the technical procedures and standards
for all software applications

Implement enhanced or new
business process with ERP in
mind
Identify, design, and
implement processes that
correlate with the strategy

Choose when you spend time
& money
Understand & govern critical data &
information you need to run your
business
Organize, track, develop, and deliver
critical information, processes and
technology
Ensure decision support solutions
provide timely, dependable, logical and
flexible reporting and analytics

219

Content
EVD Overview
–
–
–
–
–
–
–

What is EVD?
How does EVD differentiate us?
What will EVD do for you?
How is EVD different than ERP vendor methodologies?
EVD History
How is EVD 2.0 different than 1.0?
When will EVD 2.0 Go-Live?

EVD Concepts
–
–
–
–
–
–

Phases
Threads
Modules

01/09/14

220

Content
EVD Method Installation & Navigation
– Design Approach and Requirements Traceability Model
– Testing Types

Next Steps
–
–
–
–
–
–
–
–

EVD Training
Expectations of You
Submitting Sample Deliverables
Providing Feedback
Other Available EVD Information
EVD Help
EVD EA Deployment Champions
EVD Thread Leads

EVD Walkthrough –
01/09/14

221

EVD Installation
Its time to install EVD on your laptop now!

01/09/14

222

EVD Method Navigation: Navigating the
Phases, Threads, and Modules
• To view the specific EVD phases, modules, and deliverables,
click on the Modules link on the top right corner

Phases are listed the top
of the Module screen

Modules are listed in
the center of the
screen
Threads are listed
on the left-hand
side of the screen

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223

EVD Method Navigation: EVD Phases
•

The EVD phases are listed at the top of the screen and allow you
to view all modules, deliverables, accelerators, and detailed
procedures for each phase

To view the modules in the Vision Phase,
click on the Vision box

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224

EVD Method Navigation: EVD Threads
• The EVD threads are listed at the left-hand of the screen and allow
you to view modules, deliverables, accelerators, and detailed
procedures within that thread by each phase

To view the modules in the Value Thread and
within the Vision Phase, click on the
Value box

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225

EVD Method Navigation: EVD Modules
•

The modules for a particular phase and thread are listed in the
center of the screen

To view a specific module in the Value Thread
and within the Vision Phase, click on the
module title
The module objective and other details will
appear at the bottom of the screen

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226

EVD Method Navigation: EVD Tasks
•

Each module will have associated tasks which can be viewed by
clicking on the Tasks link in the lower right-hand corner

To view the tasks associated with a specific
module, click on the Tasks link in the lower
left-hand corner

The associated tasks will appear in the bottom
center of the screen

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227

EVD Method Navigation: EVD CrossThread Integration

• Within a module, the Module Information Flow link will provide the
cross-thread integration, showing key inputs and output with other
threads

To view the inputs and outputs associated
with a specific module, click on the Module
Information Flow link in the lower left-hand
corner
The associated inputs and outputs will
appear in the bottom center of the screen

01/09/14

228

EVD Method Navigation: Deliverables
•

Sample deliverables can be downloaded by navigating through the
Deliverables link at the top of the screen. To view sample deliverables
you must also click on the appropriate phase and thread

To download a sample deliverable
within the Vision Phase of the
Value thread, click on:

The sample deliverables will appear at the
bottom left-hand corner of the screen.

01/09/14

1)
2)
3)
4)
5)

Deliverables
Vision
Value
The deliverable name
Sample Deliverables

229

Content
EVD Overview
–
–
–
–
–
–
–

What is EVD?
How does EVD differentiate us?
What will EVD do for you?
How is EVD different than ERP vendor methodologies?
EVD History
How is EVD 2.0 different than 1.0?
When will EVD 2.0 Go-Live?

EVD Concepts
–
–
–
–
–
–

Phases
Threads
Modules

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230

Content
EVD Method Installation & Navigation
– Design Approach and Requirements Traceability Model
– Testing Types

Next Steps
–
–
–
–
–
–
–
–

EVD Training
Expectations of You
Submitting Sample Deliverables
Providing Feedback
Other Available EVD Information
EVD Help
EVD EA Deployment Champions
EVD Thread Leads

EVD Walkthrough – 5PM
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231

Design Approach Deloitte’s IndustryPrint™ for
Oracle
Deloitte’s IndustryPrint™ for Oracle incorporates the leading best
practices as a starting point for BCG’s business transformation
effort.
O
Perform Order Management

IndustryPrint™ Benefits

O-020
Capture Orders

O-150
Manage
Collections

O-030
Process Orders

O-100
Pack Orders

O-160
Manage Rebates

O-040
Calculate Order
Price and Maintain
Customer/Order
Data

O-110
Plan/Manage
Shipping/Delivery

O-170
Manage
Chargebacks

O-050
Manage Customer
Credit Exposure

O-120
Ship/Deliver
Orders

O-190
Manage Returns
and Exchanges

O-060
Manage and
Track Orders

O-130
Bill Revenue

O-070
Manage
Backorders

Process

O-090
Pick Orders

O-140
Process Receipts

 Business Process Models:
–
–
–
–
–
–
–
–

Provide a visual description of the business process
Provide
Establish a common language for team members
Establish a common language for team members
Link processes and Oracle application functionality
Link processes and Oracle application functionality
Illustrate and support issue resolution
Illustrate and support issue resolution

 Industry Leading Practices:
– Leverage our industry and process knowledge
– Leverage our industry
– Provide a repository of solutions
– Provide

 Document Templates:
O-020
Capture Orders

Receive Customer
Planning and/or
Shipping Schedule

Create Subsequent
Delivery Free of
Charge (FOC) Order

Create Inter-company
Order

Process Consignment
Fill-up

Determine/Confirm
Customer Order
Requirements

Check/Create
Schedule Line
Agreement

Create Swap or
Exchange Order

Create Cash Sale
Order

Determine Order Type

Create Tooling/
Support Equipment
Order

Create Literature
Order

Create Third-party
Order

Create Prototype
Order

Create Sample Order

Create Credit/Debit
Memo Request

Create Service
Contract Order

Create No-charge
Order

Create Stock Transfer
Order

– Support consistent project standards
– Support
– Facilitate maintenance and reuse
– Facilitate maintenance and reuse

Process Consignment
Issue

Create Standard Order

Subprocess

Create Customer
Contract Order

Process Consignment
Pick-up

Mapped Directly to Oracle Screens

Activity
Level

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232

Design Approach Processes Mapped in Three
Levels
O
P e r fo r m O r d e r M a n a g e m e n t

P
P r o c u r e M a t e r ia ls a n d S e r v ic e s

O -0 2 0
C a p tu r e O rd e r s

O -0 9 0
P ic k O r d e r s

O -1 5 0
M a n a g e C o lle c t io n s

P -0 1 0
D e v e lo p P r o c u r e m e n t
S tra te g y

P -0 7 0
C r e a te a n d M a in ta in
P u r c h a s e R e q u is itio n s

P -1 3 0
P e r fo rm I n c o m in g
Q u a li t y A s s u r a n c e

O -0 3 0
P ro c e s s O rd e rs

O -1 0 0
P a c k O rd e rs

O -1 6 0
M a n a g e R e b a te s

P -0 2 0
Im p le m e n t
P ro c u r e m e n t S tr a te g y

P -0 8 0
P u r c h a s e M a t e r ia ls
a n d S e r v ic e s

P -1 4 0
D e t e r m in e D i s c r e p a n t
M a te ria l D is p o s itio n

O -0 4 0
C a lc u la t e O r d e r P r ic e
a n d M a in ta in
C u s to m e r /O r d e r D a t a

O -1 1 0
P la n / M a n a g e
S h ip p in g / D e liv e r y

O -1 7 0
M a n a g e C h a rg e b a c k s

P -0 3 0
D e v e l o p a n d M a in t a i n
P r o c u r e m e n t P o lic ie s

P -0 9 0
M o n it o r a n d M a n a g e
S u p p lie r C o n tr a c ts

P -1 5 0
E n a b le P a y m e n t

O -0 5 0
M a n a g e C u s to m e r
C re d it E x p o s u re

O -1 2 0
S h ip / D e liv e r O r d e r s

O -0 6 0
M a n a g e a n d T ra c k
O rd e rs

O -0 7 0
M a n a g e B a c k o rd e rs

Process Level
Process Level
P -0 4 0
M a in ta in S u p p lie r
C e r t if ic a t io n a n d
M o n it o r P e r f o r m a n c e

P -1 0 0
M a n a g e S u p p lie r
C o n s ig n m e n t S t o c k

P -0 5 0
M a n a g e P ro c u re m e n t
C o n t ra c ts a n d
R e q u e s ts fo r
Q u o t a t io n

P -1 1 0
P ro c u re
S u b c o n tra c tin g

P -1 7 0
M a n a g e S to r e s / M R O
H a n d lin g

O -1 4 0
P ro c e s s R e c e ip ts

P -0 6 0
M a n a g e P ro c u re m e n t
C o n t ra c ts a n d
R e q u e s ts fo r
Q u o t a t io n ( N o n P ro d u c t io n M a te r ia l)

P -1 2 0
R e c e iv e M a t e r ia ls a n d
S e r v ic e s

process, and Activity.

P -1 6 0
P ro c u re W a s te
R e m o v a l S e r v ic e s

O -1 3 0
B ill R e v e n u e

Processes are mapped in three
levels of detail: Process, Sub-

O -1 9 0
M a n a g e R e tu r n s a n d
E xchanges

P -0 8 0
P u r c h a s e M a t e r ia l s a n d S e r v i c e s

P -1 0 0
M a n a g e S u p p lie r C o n s ig n m e n t S to c k

-0 7 0
re a te a n d
a in t a in
u rc h a s e
e q u is itio n s

C r e a t e P O M a n u a lly
W i t h ’ T e x t M a t e r ia ls ’

P
M
P
C
R
Q

-0 5 0
anage
ro c u re m e n t
o n tra c ts a n d
e q u e s ts fo r
u o ta tio n

R e le a s e S c h e d u lin g
L i n e f r o m S c h e d u l in g
A g re e m e n t

P
M
P
C
R
Q
P
M

-0 6 0
anage
ro c u re m e n t
o n tra c ts a n d
e q u e s ts fo r
u o ta tio n ( N o n ro d u c tio n
a t e r ia l )

C r e a t e a n d R e le a s e
C o n tra c t O rd e r

M
M
M
O

-0 5 0
anage
a n u fa c tu rin g
p e r a tio n s

P
C
M
P
R

-0 7 0
re a te a n d
a in t a in
u rc h a s e
e q u is itio n s

R e c e iv e O r d e r
A c k n o w le d g m e n t

P ro c e ss O rd e r

T r a n s m it O r d e r t o
S u p p l ie r

M o d if y P u r c h a s e
O rd e r

D e t e r m i n e A lt e r n a t e
M a t e r ia ls a n d
A p p ro a c h e s

R e l e a s e S c h e d u li n g
L i n e f r o m S c h e d u l in g
A g re e m e n t

P
C
M
P
R

C r e a t e P O M a n u a l ly
W ith ’T e x t M a te ria ls ’

R e c e iv e O r d e r

R e c e iv e A d v a n c e
S h i p p i n g N o t i f i c a t io n
(A S N )

S e l e c t N e w S u p p li e r

P u r c h a s e U s in g
P ro c u re m e n t C a rd

D e f in e V e n d o r/M a te r ia l
C o n s ig n m e n t
P a ra m e te rs

N o te V e n d o r fo r
C onsum ed
C o n s ig n m e n t G o o d s

D e f in e C o n t r a c t f o r
C o n s i g n m e n t R e c e ip t s

C a l c u la t e C o n s u m e d
C o n s ig n m e n t fo r
P a y m e n t w /o In v o ic e

Sub-process Level
Sub-process Level
P roc e s s A d va n ce d
S h i p p i n g N o t i f i c a t io n
(A S N )

V e r if y R e q u ir e m e n ts
a n d T e r m s w it h N e w
S u p p li e r

C r e a t e R e le a s e O r d e r
t o R e p l e n is h S t o c k s
(b y C u s to m e r)

M o n ito r O rd e r S ta tu s

T r a n s m it R e m i n d e r
L e tte r

C a n c e l O r ig i n a l
P u rc h a s e O rd e r

C r e a t e R e le a s e O r d e r
t o R e p l e n is h S t o c k s
(b y V e n d o r)

R e s o lv e O rd e r Is s u e s
w it h S u p p l i e r

T r a n s m it D u n n i n g
L e tte r

I d e n t if y R e q u i r e m e n t s
A ll o w i n g P r o c u r e m e n t
C a rd U s a g e

R e c e i v e D e li v e r i e s i n t o
In v e n to ry (N o t Y e t
O w ned)

C re a te a n d R e le a s e
C o n tra c t O rd e r

P ro c e s s O rd e r

C r e a t e P la n t - t o - P la n t
T ra n s fe r O rd e r

C re a te a n d P ro c e s s
P u rc h a s e O r d e r

Yes
T ra n s m it O rd e r to
S u p p l ie r

Is O rd e r
A c k n o w le d g e m e n t R e q ir e d ?

No

Is s u e Id e n t ifie d ?

No

M o n ito r O rd e r S t a tu s

Yes

C r e a t e P l a n t - t o - P la n t
T r a n s fe r O rd e r

Activity Level
Activity Level

R e s o lv e O rd e r Is s u e s
w ith S u p p lie r

M o d ify P u rc h a s e
O rd e r

Yes

C a n T e rm s b e
A lte re d ?

No

Is S u p p lie r
M e e tin g
C o m m it m e n ts ?

No

Y es

C re a te a n d P ro c e s s
P u rc h a s e O r d e r

C o n t 'd .

01/09/14

BCG-Print
C o n t 'd .

C o n t'd .

233

R e c e i v e a n d B i ll
In v o ic e W ith o u t G o o d s
R e c e ip t o r P .O .

Design Approach DVD Design Accelerators
EVD accelerating tools help to align BCG’s future state design
efforts and scope to business value drivers

IndustryPrintsTM

Business Case

In s tru c tio n s fo r C om p le tin g the J o b A n a ly s is W o rk s h e e t

O
Perform Order Management

T he “Jo b A n a ly sis W ork she e t” (A tta c hm e nt 4 ) is inte nd e d to h elp yo u id e n tify an d re c o rd the ge n era l (o r ty p ica l)
c ha ra cte ristic s a n d jo b ta sks o f th e [ c lien t] e n d u se rs. T his info rm a tio n w ill be u se d b y the E d u catio n a n d T rain ing
T eam to :
•

Workshop Schedule

•

D e fine the le arn ing req u ire m en ts fo r ea c h e n d u se r a u die n ce
Sam ple Task Lists
E sta blish p e rfo rm a n c e -b a sed , job -sp e c ific le arnin g o b jec tive s

•

D e term ine th e a p pro pria te c o nte n t a n d sc op e of e ac h tra in in g co u steps. In co mpleting the “Job Analysis W orksheet,” you need only list the task comp onents of the job ,
series of rse

O-020
Capture Orders

O-150
Manage
Collections

O-100
Pack Orders

O-160
Manage Rebates

O-040
Calculate Order
Price and Maintain
Customer/Order
Data

not the individual steps w ithin the task. Be as specific as p ossible.

O-090
Pick Orders

O-030
Process Orders

The task list is a key component of the job analysis. E very job involves a series of tasks with each task having a

B ec a use the g en e ral c ha ra cte ristics a n d jo b ta sks a sso c ia te d w ith afopa rticu lar ro vides severalay v ary fro m lists.toThese, lists serve as examples only; they are not intended to reflect
The llowing p jo b ro le/title m samp le task site site
p le a se c o m p lete o ne w o rk sh e et fo r e a ch site a nd job title /role c om[client] jobDroles and/ore responsibilities.oNsotecode dpeach d b y : lists only the task co mponents o f the job and
bin a tio n . u p lic a te th w ork she e t fo rm a ne ethat le te sample
F rm m
on
(n a m e )
does not include the steps within the task. For example, under Electro nics Technician, the “D isassem bles
to c o m p lete e ac h jo b ana lysis.

O-110
Plan/Manage
Shipping/Delivery

O-170
Manage
Chargebacks

O-050
Manage Customer
Credit Exposure

O-120
Ship/Deliver
Orders

O-190
Manage Returns
and Exchanges

O-060
Manage and
Track Orders

O-130
Bill Revenue

O-070
Manage
Backorders

O-140
Process Receipts

fo r:
(d a te )

eq uipment” task does not include step s such as turn off equipment, disconnect p ower, etc.

J b id e lin s.
T he follo w in g b riefly o utlin e s th e ste p s in vo lv ed in co m p letin g th e w o rksh ee t a nd p ro v id es so m e g e ne ra lo g uT itle / eR ole :
Job:

Elec tron ics Techn ician

B u s in es s U nit:

1 . C o m ple te th e w o rk she e t “h e a de r” fie ld s:

1. T roubleshoots to locate p ro blem sc atio n:
S ite / Lo
2. Clears troubles from e quipment
M an a ge
3. Completes parts requisition formsr/S up erv is or:
(title )
4. Reads schematic and/o r wiring diagram s
5. U ses test equipment
1
6. Calibrates test eq uipment . T h e n u m b er o f em plo y ees havin g th is job title / ro le is:
7. Interprets test results
8. Records test data
2 . T h e ex p erien ce level of th e typ ical jo b incum b ent is:
2 . C o m ple te q ue stion s 1 th rou g h 1 0 , b a se d on the c h ara c te ristic s o f the ty pic aD isassembm be eqt.uipment
9. l jo b in cu les n
 1 year or less
 2 y ears o r les s
 3 - 5 years
10. A ssem bles equipment
3 . C o m ple te q ue stion 1 1. L ist the m ajo r o r p rin c ip le jo b task s, the le ve l o11. Interactsfowith rform mers ac h ta sk , a n d
f freq u e nc y r pe custo ing e

•
•
•
•
•

F o rm c o m p le te d b y
Jo b R o le / T itle (se e A tta ch m en t 1)
B u sin e ss U nit
S ite / L oc a tion (se e A tta ch m en t 1)
M a nag e r / S up e rv iso r (title on ly )

 m o re th an 5 years

the c om p u te r sy ste m (s) a nd /o r a p plic atio ns c u rre n tly u sed in th e p e rfo rm a n c e o f the ta sk (w he re ap3p.lic aTbhle ). u ca tio n lev el of the ty pical jo b in cu m b en t is:
e ed
Fo llow ing a re so m e ge n era l gu id elin es fo r c o m p letin g thJob: list: R ece ption ist
e ta sk
 hig h sch o ol

•
•
•
•
•

 co lleg e/un iversity

1. O perates switchboard
2. G reets clients
4 . T h e p rim a ry lan gu age o f th e typ ical jo b in cu m b ent is:
3. o p e rfo rm th e
F o c us o n th e re spo n sib ilitie s o f the job , no t o n th e in div idu a ls w h Receives mail jo b.
4. Calls office personnel to inform them that their visitors have arrived
F o c us o n th e ta sks o f th e sp ec ific jo b fu n ctio n, n ot th e ro le o f5.th e U pdates office niz a tion (i.e ., th E ng lishreceptionist rench schedule G erm an
pa rtic u lar o rga telephone directory and
e
F

 Sp an ish
relief
c u sto m er se rv ice re pre sen ta tiv e ’s jo b v e rsu s th e ro le of the c usto m e r ord e r se rvic e o rg an iz atio n).
6. A ssists with other departments’ administrative duties

 g radu ate level

D o no t in c lud e “v o lun ta ry ” task s o r ac tivitie s th a t a re no t re q uire d o f th e job .

Job:

R e fer to A ttac h m en t 3 fo r e x a m p le ta sk lists.

4 . R e tu rn the c om p le ted fo rm s to [ yo u r n a m e ] by [da te ].

 O th er:

5 . T h e typ ical jo b in cu m b ent m u st also sp eak / read / w rite in th e fo llo w in g la ng u ag e(s):

A ttac h a no n-c on fide n tial jo b d esc riptio n if av a ilab le.

M aterials P urchasing Agen t
1.
2.
3.
4.
5.
6.
7.
8.

L an g uag e:

 sp ea k

 read

 w rite

Review s inco ming materials requisitions
Completes release orders based an g uag e:
L on approved requisitio ns
 sp ea k  read
 w rite
Completes standard purchase orders based on app roved req uisitions
L an g uag e:
 s p eak  read
 w rite
Exp edites orders
M onito rs status of open purchase orders
Interacts with planners and other requisitioners
Interacts with purchasing .department contract cu m b ent u ses th e fo llo w in g typ e o f co m p u te r h ard w are:
6 T h e typ ical jo b in negotiators
Follows up with vendors to resolve delivery problems

T erm in al / PC T y p e an d M o d el:
7 . T h e typ ical jo b in cu m b ent is / is no t fa m iliar w ith W ind o w s ™ (i.e., can u se a m o use; is fa m iliar w ith b asic
W ind o w s elem ents , such as th e title b ar, m en u b ar, and s croll b ars; can select m en u o p tio n s an d ap p lication s;
etc.):
 Is fam iliar w ith W in do w s

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 Is n o t fam iliar w ith W in d o w s

234

EVD Cross-Thread Integration Concepts:
Design Approach & Requirements Traceability Model

Business Process Decomposition

To-Be
Design

Business Requirements

Sub-Process

Acceptance
Test

Detailed
Design

Functional Requirements
Activity

Integration
Test

Fit-Gap Analyses
Fit

Variants

Manual

Gap

Functional
Specifications

String
Test
Tasks

Configuration Spec
- Programs
- Versions
- Menus
- Security
- Reports (Standard)

System Requirements

Technical Spec

Procedures

Work Steps
Work Instructions

01/09/14

Organizational Impact

- Reports (Custom)
- Interfaces
- Conversion
- Enhancements
- Work Flows
- Business Intelligence

235

Unit
Test

Simple to Complex Testing

Metrics

Review &
Sign-Off

Business Case

Process

Overall Testing Approach
There are four core activities that occur for each EVD Test type
Activity

Approach

Plan

Materials

Conduct

01/09/14

Description
The elements of business testing that are in scope as well
as key deliverables required to support testing. The
approach should also include logistics i.e. technology to be
used, roles and responsibilities of participants, framework
for conducting tests etc.

The activities that each team must follow when
producing projects or sub-project deliverables. The
plan assists the team in creating deliverables within
a specified timeframe, using available resources to
meet performance technical standards.
Resources that are used to conduct testing, including:
• Test materials and documentation
• Test data
• Personnel
The process that results in the implementation of tests
and the tracking of results. Conduct also includes
activities that result in fixing of bugs and errors.

236

Testing Types
• The EVD methodology addresses a number of
test types within the Process and Package &
Information Technology threads
P&P Test Types:
• Unit tests
• String tests
• Integration tests
• User acceptance tests

IT Test Types:
• Environment tests
• Third party tools tests
• Integration component tests
• Technical unit tests
• (Software development tests)
• Performance tests
• Disaster recovery

01/09/14

237

Key Cross-Thread Integration Concepts:
Testing Types
• The EVD methodology addresses a number of test
types within the Process and Package &
Information Technology threads
P&P Test Types:
• Unit tests
• String tests
• Integration tests
• User acceptance tests

IT Test Types:
• Environment tests
• Third party tools tests
• Integration component tests
• Technical unit tests
• (Software development tests)
• Performance tests

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238

• Disaster recovery

01/09/14

Copyright © 2006 Deloitte Development LLC. All rights reserved.

239

EVD Overview:
1. Focus on capabilities and benefits, not just
going live
2. Align the organization on the true destination
3. Achieve balanced people, process, and
technology changes across all areas
4. Use the business case as a management tool
5. Apply planning and program management
practices throughout the program lifecycle

01/09/14

240


6. Transition project roles to a way of life
7. Build and leverage process expertise
8. Extend capabilities beyond the ERP
foundation
9. Promote post-implementation commonality
10. Teach the organization to use new
capabilities
11. Define metrics and manage to them
12. Assign clear ownership of benefits

01/09/14

241

Successful large scale ERP-enabled
transformation focuses on making certain
that the critical success factors are
addressed throughout the lifecycle starting
with a cross-functional methodology.
ERP

01/09/14

242

What is EVD for ERP, & Software
•EVD (Enterprise Value Delivery) for Oracle, SAP, NextGen,
etc. is a business transformation method specifically for
ERP, and Computer programs
•The EVD method presents a robust collection of sample
deliverables, detailed procedures, deliverable templates and
accelerators, organized by project phase and thread
•The three key components in the method are:
–Deliverables – What is delivered on the project
–Activities – How to create the deliverables
–Accelerators (Tools) – An aid that expedites or simplifies
the development of a deliverable (optional)
01/09/14

243

What is EVD for ERP, & Software
•EVD is supported by a rich collection of sample deliverables,
detailed procedures, deliverable templates and accelerators,
organized by project phase and thread
•Project phases represent the progression of key groupings of
activities in the project life cycle. Project threads relate to
common themes of expertise that “cut across” each of the
project phases.

01/09/14

244

Deloitte’s EVD Overview
What are the benefits of using EVD?
• Use the time-tested EVD method to:
– Design a project plan that will facilitate project planning
and execution with speed, quality, and thoroughness
– Bring discipline, rigor, and order to the implementation
of complex projects
– Facilitate strong knowledge transfer
EVD helps us ( Deloitte’s) collaborate with you and
prepare you for a successful implementation!
01/09/14

245

Deloitte’s Enterprise Value Delivery:
Vision

01/09/14

Plan

Design

Build

Deliver

246

Operate

People, Change and Learning – Focuses on
accelerating the client’s adoption of the changes and
reducing the potential performance dip that accompanies
a large-scale business transformation. The key
components of this thread are: Change Leadership,
Organization & Human Resources, and Learning.
Process and Package – Applies Deloitte’s industry and

implementation knowledge to implement enhanced
or new business processes. The objective is to help
an organization improve its business environment by
identifying, designing, and implementing processes
that correlate with its requirements.
01/09/14

247


Business Intelligence – Focuses on organizing,

tracking, developing, and delivering information,
processes, and technology critical to business
analysis and decision making. The goal of the BI
thread is to ensure that the decision support solutions
provide timely, dependable, logical, and flexible
reporting and analytics to an organization.
organization
Tax – Focuses on the identification of tax
requirements across the enterprise and development
of integrated tax solutions.
solutions
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248

Securities and Controls – Focuses on the design and

implementation of security and controls to ensure
reliable financial reporting, operational efficiency and
effectiveness, and compliance with laws and
regulations.
Information Technology – Focuses on creating the

right technical environments to host the ERP software,
including all legacy interfaces and support processes. The
IT project team also defines the technical procedures and
standards for all software applications and manages their
development and implementation within the client’s
infrastructure.
01/09/14

249

Support – Focuses on achieving an optimal support

solution for the client and emphasizes the analysis of postgo-live support needs, beginning with the earliest phases of
the implementation. Many support models must be
evaluated closely to determine the best fit, based on both
immediate and long-term support needs.
needs

Project Management – Focuses on providing the
infrastructure and tools for planning, integrating, and
managing the project. Another objective for this phase
is to meet the client’s expectations within the approved
scope, cost, and time.
01/09/14

250

How Can YOU Make A Difference?

“Free the Lunatic Within!”

—Tom Peters

01/09/14

251

Transformational Methodology # 4
Transformational Change 4
The Q-Loop By Brian Klapper

This is not so much a new concept as
much as a Much More Efficient
Methodology of Creating the
Transformational Change and Solutions
You Need
01/09/14

252

The Q-Loop
• What the Q-Loop does according to Ian
MacMillian at the Wharton School “It takes
change by the horns. “It gets directly at what
Management to Tee Up and implement
Productive Change, rather than announce
Yet Another Change Program”

01/09/14

253

The Q-Loop
• The companies that have utilized this
approach by Mr. Klapper include: Sony
Pictures' and TV, School of Management
Cornell University, New York Life
Investment, LLC Progressive Software,
Silpada Designs New York Life, etc…”

01/09/14

254

The Q-Loop
• Here his Program
• Part 1. ENTERING THE Q-LOOP
– Maximizing Your Organizations Collective
IQ
– Adapt or Atrophy
– Launch Your Employees on an Idea
Quest.

01/09/14

255

The Q-Loop
• Part 2. Going around the Q-Loop
– Ignite a Grassroots Mind-Shift
– Focus on a Mandate from a Team of
Heroes
– The Corporate Lab – The Art of the
Possible
– A Scientific Methodology for Achieving
your Mandate

01/09/14

256

The Q-Loop
• Part 3. Extending the Q-Loop
– Ignite a Wildfire of Pull
– A Story of Change
– Embed the Q-Loop into Your
Organizational Thinking

01/09/14

257

The Q-Loop
• The business environment has never been more
fast-paced and competitive. Survival, let alone
success, depends on an organization’s ability to:
• recognize possibilities,
• innovate,
• implement change,
• sustain that transformation.
transformation
• Yet a paradox exists. How does an established
organization filled with long-time employees, a
deeply entrenched culture, and a history of drawnout planning and development cycles become
nimble, innovative, and responsive?
01/09/14

258

The Q-Loop
• In The Q-Loop Brian Klapper reveals the �art and
science” of lasting transformation based on a
proven, repeatable model.
• Learn how to unlock the potential of your
organization’s collective intelligence to create buyin from top to bottom.
• The Q-Loop extracts the deep knowledge that
resides with front line employees, breaks down
employees
their inherent resistance to change, and converts
them into passionate advocates who are fully
invested in leading the organization to achieve
transformational results.
results
01/09/14

259

The Q-Loop
• The Q-Loop is a process that forms a complete circle.
From ideation to complete implementation. It’s called
the Q-Loop because the Q-Loop as the name implies,
it’s more than a simple circle.

• It recognizes that employees are motivated by
their impact on their customers, company,
colleges, and themselves
• It weaves together traditional problem-solving
techniques using the scientific method and a
constructionist element that lets employees dream
and discover the art of the IMPOSSIBLE
01/09/14

260

The Q-Loop
• How the Q-Loop Removes Change Obstacles
• Articulate a Vision
• Develop easy to understand plans (so managers
can play)
• Insure Alignment through one-on-one meetings,
Group Discussions, and most import DATA
REVIEW, and real Fact-Based Analysis –To quote
one of Mr. Klapers customers “Far too many Key
decisions are made in a Data-Free-Environment”
• Establish the appropriate expectations for ALL
01/09/14

261

The Q-Loop
• Establish the very Top of The Organization Has
the Same PASSION
• Address both the Behavioral and Emotional
Components, as too many focus on the Tactical
and Operational and to Change –Far never
rarely address the Emotional Issus
• Get in The Trenches to Model the Behavior you
Want and thus establish the Mind-set!

01/09/14

262

The Q-Loop
• Establish How ALL Employees will fit into the
change
• Establish what Can and Will Be Achieved do to the
Change
• Create a genuine desire for Change, by taking the
Change
B.S. away. creating energy, including collective
motivation, enthusiasm and an Intense
commitment
• Establish a culture of Innovative thinking that
promotes the Freedom to Fail and the Freedom
to Ignore the Red Tape (Red Tape Story-if you
know it you get $10.00)
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263

The Q-Loop
• Trigger a sense of Optimism around the sacred
and scary world of Change Initiative. Most people
Initiative
are scarred of Chang because that is what we
taught them to be!
• Expect and be ready for Resistance. Please don’t
be shocked that it comes from and starts with the
Management Team
• “The best way to have a good idea, is to have lots
of ideas” Dr. Linus Pauling

01/09/14

264

Q-Loop Organizations that Promote and
Reward Innovation and Ideas
• 3M – The Post –It Note story
–
• Goggle – Having trouble keeping their good
people because they have change from Innovation
to ONLY Success
• Xerox PARC – The infamous Apple and Steve
Jobs Story
• Capital One – Has 50,000 new ideas per/year
• Rubbermaid – Brand of the Century
• BMW – Enable Users to contribute to Innovation
with a check
• Sonic-Drive-In – All ideas come from the
Customers, Vendors and Employees
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What is Your Organizations Collective IQ ?

COLLECTRIVE IQ SURVEY

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266

Why DO Organizations Suffer from Low
Collective IQ
•
•
•
•
•
•
•

Employees Guard Their Own Territory
Employees Guard Information
Employees Actually don’t Know People Outside
Their Department
Executive Management Sets a Poor Example of a
Team
Ideas Lack Incentive
We Want Team performance, but Reward as
Individuals
Companies are more and more Global and
Partitioned

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267

Organizations That Strive For High
Collective IQ
•
•
•
•
•
•
•
•
•
•
•
•

Toyota
American Airlines – Once they had NO choice
Clarion Hotel
PricewaterhouseCoppers
Bell Labs – In it’s Day
Sony
Apple
Milliken & Company
Dow Corning
RLI Insurance
Marriott
The Disney Company

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Organizations That Strive For High
Collective IQ
• In many ways implementing the Q-Loop is
the same as for the rest of the Change
Methods.
• The difference is that the first steps of the
Q-Loop implementation are the riskiest part
of the entire effort, because they contain the
greatest # of unknowns
• The Q-Loop 9 Steep Process
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The Q-Loop 9 Steep Process
1. Must Insure Senior Management
Complete Support
2. Choose The Project based on Data Driven
Concepts and what will grow the Business
3. Select The Project Champion -?
4. Scope The Work, Should Use Six Sigma,
Gant Charts and Lean Systems
5. Write The Mandate

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5.
6.
6.
7.
8.

Write The Mandate
Select The Coach -?
Select The Team Leader - ?
Select The Team Members
Select Dedicated Team Space, Budgets
and Requirements

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Definitions in Reference Section

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272

TOOLS OF ASESSMENT AND CHANGE
• Finally, nothing that is not measured, is not
real!
• Second Employees need tools to figure out
how to solve issues and problems as they
arise.
arise
• This next section teaches the supporting
Tools, that will assist people in gathering
information and turning it into useful project
assimilation!
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TOOLS OF ASESSMENT AND MEASUREMENT

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Change & Motivation Analysis

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275

Gantt Chart Template for Excel
• For complicated project management activities,
you may need a tool such as Microsoft Project.
But, if you want to create a project schedule
quickly and easily, you only need basic Excel skills
to use this Gantt Chart Template
• (such as knowing how to copy and insert rows). If
you are comfortable entering simple formulas such
as =A4+1 then you will be able to create
dependent tasks using Excel formulas (watch the
demo videos to see how).

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Gantt Chart Template for Excel

ACTUAL FULL PAGE IS IN THE SYBABUSS SECTION UNDER REFEENCE

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277

Project Budget Excel Spreadsheet
• A vital part of project management is
creating and managing an accurate budget.
A project budget template along with a
well-defined project plan to help put
together a solid budget - one that will allow
you to accurately predict your costs and to
manage those costs during your project

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Project Budget Excel Spreadsheet

ACTUAL FULL PAGE IS IN THE SYBABUSS SECTION UNDER REFEENCE

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279

DEEP DIVE BRAINSTORMING PROCESS

• Deep Dive brainstorming technique, an
innovative process for organizational
development

Deep Dive is a technique to rapidly immerse a group or
team into a situation for problem solving or idea creation.
It is often used for brainstorming product or
process development.
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DEEPDIVE BRAINSTORMING PROCESS
• Originally developed by the IDEO group (a learning
design company) for rapid product development, the
DeepDive technique is now widely and increasingly
used for innovation not only in product development,
but process improvement and customer service
strategies.
• The method used by IDEO was documented by Andy
Boynton and Bill Fischer (of International Institute of
Management Development (IMD) business school),
who latterly further enhanced the process and sold the
rights to Deloitte Consulting in 2006.
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•

This approach to innovation often focuses on four
distinct areas:

1.
2.
3.
4.

Process
Organization
Culture
Leadership

•

The key to a successful DeepDive session's) is for
participants to arrive with information about the
needs of their customers – and most importantly an
open mind of what they can offer and how they can
meet clients needs and expectations.

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1.

2.
3.
4.
5.

Deep Dive – A five step process
Understand the market/ client/ technology and
constraints (internal & External SWOT analysis,
PESTLE analysis and PRIMO-F analysis)
Observe real people in real situations
Visualize new-to-the-world concepts and ultimate
customers
Evaluate and refine prototypes
Implement new concept for commercialization

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A typical Deep Dive brainstorming process
1. Creation of Hot Teams to work on the
opportunities/ problems (these teams work the
process end to end)
2. Brainstorming – of ideas and options in context
of customer needs
3. Rapid Prototyping of potential solutions
4. Observing & Listening from Customers (internal
and external)
5. Thinking of products in terms of verbs, rather
than nouns ?????? What does this mean?
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Creatrix and the Innovation Equation
Notes
•

The ‘DeepDive’ methodology is ™ and © Deloitte Consultingsince they
purchased the IP and © from IDEO.

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SWOT ANALYSIS
• What is a SWOT analysis diagram?
• SWOT stands for Strengths, Weaknesses,
Opportunities, and Threats.
Threats
• Strengths and Weaknesses are internal factors
• Opportunities and Threats are external factors.
factors
• You usually want to use a SWOT diagram to
analyze a project or business venture by focusing
on each of these factors and writing down your
findings in four boxes arranged in a single
diagram.
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7 Phases of Any Change

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Metrics – Used For GAP, Goals & Change
Progress
•
•
•

Basics of Goal Determination
Project/Change Management
Designing a GAP Analysis, 360,
9-Box, SWOT, 4-Box, Fishbone,
• Basics of Organizational
Development

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NINE BOX
•

Nine box methodology is based on two
core concepts:
1. The Three Levels of Performance
• are the organization
• process,
• and performance or people-levels.

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NINE BOX
The Three Performance Dimensions
1. Goals,
2. Design,
3. Management.
Having clear goals at each level ensures alignment
to desired results; having robust design at each level
maximizes the efficiency of operations; and having
good management systems at each level ensures
that the organization can survive and adapt to
changes in the business environment . A failure in
any of these dimensions will also lead to
performance problems.
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NINE BOX
•

To effect change in an organization, it is
necessary to understand the potential impacts
to all three levels.

•

For example, a process change could mean
significant changes to job responsibilities and the
skills required to execute those responsibilities.
Failure to adequately account for these
interrelationships is a major cause of failed
process implementations.

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NINE BOX
• Together, the three levels and three
dimensions are known as the "nine
boxes model." I will provide both the tools
and methodology you'll need to address the
critical variables within each box and ensure
integration among the boxes.

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NINE-BOX

GOALS

Design

Management

ORGANIZATION

Strategy,
operating
plans, and
metrics.

Organization
structure and
overall
business
model.

Performance review
practices and
management culture.

PROCESS

Customer and
business
requirements.

Process
design,
systems
design, and
workspace
design.

Process ownership,
process management,
and continuous
improvement.

PERFORMER

Job
specifications
Performance
metrics, and
individual
development
plans.

Job roles and
responsibilitie
s, skill
requirements,
procedures,
tools, and
training.

Performance feedback,
consequences,
coaching, and support

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Change Management Grids even for Performance
Change

Business Position

“Companies win when their managers make a clear and meaningful
distinction between top-and bottom-performing businesses, as well
as people, when they cultivate the strong and find a way to improve
the weaker groups.”

HIGH

Selective
Investment

Invest /
Grow

Invest /
Grow

MEDIUM

Harvest /
Divest

Selective
Investment

Invest /
Grow

LOW

Harvest /
Divest

Harvest /
Divest

Selective
Investment

LOW

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Source: GE & McKinsey & Co.

MEDIUM

296
Industry Attractiveness

HIGH
296

FOUR BOX MODEL
– PERFORMANCE 4-Box Mode;

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Depth Frequency Conflict Model Handout Exercise
- MASTERING CONFLICT
Rare but
Substantive
Conflict

Depth

Frequent
and
Substantive
Conflict

Rare but
Shallow
Conflict

High

Frequent but
Shallow
Conflict

Low
Low
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High

Frequency
298

298

Depth Frequency Conflict Model Handout Exercise
- MASTERING CONFLICT
RESULTS
High

Rare but
Substantive
Conflict

Dept
h

Rare but
Shallow
Conflict

Frequent and
Substantive
Conflict

Frequent but
Shallow
Conflict

Low
Low
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High

Frequency
299

299

Conflict Continuum

Ideal Conflict Point

Constructive

Artificial
Harmony

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Dysfunctional

Mean Spirited
Personal Attacks

300

300

It’s All About People & Change

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SALES - It’s Still All About People & Change

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Group Dynamics Roadmap

New
Topic

Divergent
Zone

Explore diverse perspectives.
Create opportunities for
everyone to express their
individual views.
What are the issues from all
points of view?

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Groan
Zone

Build a shared
frame of
understanding.
What are the
issues from a
shared point of
view?

Convergent
Zone

Decision

Uncover solutions and
synthesize.
What are the best solutions
that everyone can support?

303

Fish Bone Analysis

Generate Issues/Possible Faults, and
the ways to fix the CORRECT ISSUE
Challenge
People
Environment
Inexperienced

Salt On Roads
Noisy
Muffler

Poor
Installations
Procedures

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Defective
Old

Equipment

304

Prioritizing the “REAL” Issues
Interrelationship
Issue C has the
Issue
A

Issue
B

Issue F

Issue
E

Issue
C

Issue
D

01/09/14

most number of
outgoing arrows and
should be addressed
first followed by
issue A.
Issue B may be an
outcome of the
existing challenge.

THE PROBLEM
EVEN WITH You
ARE Still
FIGHTING FIRES
305

WELCOME TO
The (AIM) Accelerating Implementation Methodology

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IMPLEMENTING AIM
• I will State this up-front! AIM is not a Change
Philosophy, but rather an Implementation
Methodology! The Methodology you use will no
doubt will get Installed! And yes you can use the
correct methodology EVD for Software, or ADKAR,
because it has a great foundational system, or
Kottrer-8-Step for Transformational Change…
But……
• you have to implement it! Not Just Install it!
Think of AIM as the Time Capsule that the
medicine is in. It’s a Delivery System!
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Is It The Method, or the Implementation?
• If you are trying to increase your organization's
change capability, you need to have a strategy
around your change management. Rather than
taking a "one size fits all" as I have show in this
course there are not only different methods
• Now we are talking different Approaches and
changing the Implementation to an Approach!

• Now we are also differentiating the ways of
implementing the different Approaches!
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IMPLEMENTING AIM

01/09/14

One of the most common
questions we get about our
AIM
change management methodology
(also known as
the Accelerating
Implementation
Methodology) is both simple
and complex. The question is,
"What is the best way to get
a change management
methodology introduced
into Your organization?"
309

IMPLEMENTING AIM

• Imagine you are a business leader
weighing strategic options. You evaluate
the costs versus benefits of implementing
a new Enterprise-wide Strategy that
will build efficiencies, address global
competition, improve the customer
experience, re-structure operations, or
reduce costs.

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IMPLEMENTING AIM

• Whichever option or combination of
options prospectively appear to drive
the greatest financial return, you
can protect that investment and
significantly increase the likelihood
you will be able to implement on time,
on budget, and achieve all your
budget
objectives—
objectives
• all at a relatively small cost. From a
bottom line perspective, isn’t organization
change management a “no-brainer?”
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IMPLEMENTING AIM

• All at a relatively small cost. From a
bottom line perspective, isn’t organization
change management a “no-brainer?”

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The (AIM) Accelerating Implementation
Methodology

What is AIM?:
• TRANSFORMATIONAL CHANGE
• If your organization is in the midst of or
embarking on the journey of
transformational change, what should you
expect, and what will be required for
success?
• What will leaders need to do differently?
• These are the Change Differences of AIM
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AIM METHODOLOGY
• You first need to understand the various
audiences that will be impacted by the
type of the change. These can include
organizational positions such as:
•
•
•
•
•
•

Senior Directors and Executives
Managers of Managers
Managers of Supervisors
Managers with No Direct Reports
Supervisors
Front Line Employees

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AIM METHODOLOGY
Now we are considering not only the “WHO”, but
the :WHAT TYPE OF CHANGE? It could be:
• A Small Business Transition, or just a
Department, or Business Unit
• Transformational Change (Large in Scope)
• Technical Change Like ( FDA, or whatever
guiding Agency your Business is under).
• Software Change –( ERP, Medical Software, or
a New Operating System)
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AIM METHODOLOGY
• Frankly, too many organizations try to rely solely
on training as the answer. Or on the “ONE
Methodology” But there is no training program
that alone will get your organization the results
you are looking for and that you need.
• That's because training can only address a skill
or knowledge deficiency. You can't use training
deficiency
on a change management methodology as a
"check the box" activity. You can't train your
way to a culture change! And the introduction of
a change management methodology is indeed a
cultural change
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AIM METHODOLOGY
• 1. You are introducing a new set of behaviors and values
• 2. You are asking people to adopt a new way of operating,
including use of new processes and tools
• So while training is an important and a critical component
to building change capacity in your organization, training
is not enough.
• Use change management training as a "general
cultural ethos" or to "sheep dip" large numbers of
people into a change management methodology. It feels
good but it doesn't get the job done. Like other changes,
you run the risk of "installing" the change management
methodology but you haven't "implemented" it.
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AIM METHODOLOGY
• Use change management training as a
"general cultural ethos" or to "sheep dip"
large numbers of people into a change
management methodology. It feels good but it
doesn't get the job done.
• Like other changes, you run the risk of
"installing" the change management
methodology but you haven't
"implemented" it.

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AIM METHODOLOGY
• Instead, it is much more effective to inculcate your
change management methodology into the
organization on a project by project basis. It is
what we call "using AIM on AIM." This is because
you need all the same elements for introducing
a change management methodology that you
need for any change:
• You must define the change and the new
behaviors in the future state (what's changing,
why, what does it mean for every "Target“), and
what's in it for every "Target"
NOW WHICH METHOD ARE WE DISCUSSING?

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AIM METHODOLOGY
• You must have Sponsorship in all the
areas impacted by the change
• You must build Change Readiness for the
change and have a resistance management
plan
• You will need an effective communications
plan
• You must apply a menu of Reenforcements, that will drive the behavior
change
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THE IAM APPROACH

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AIM METHODOLOGY
• The focus is on the multiple layers of Who
when it comes to Change
• As the Change Agent you have to match
up these learning requirements to the
audience. So the AIM change management
lays out a plan that will simultaneously build
readiness for which ever methodology
and for the current specific change while
also building more long-term sustainable
change capability.
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AIM METHODOLOGY
• Similarly, the AIM
is derived from a set of core principles
that provide directional guidance during
the project lifecycle.
• It bears repeating that the goal of change
management consulting isn't "to
do" AIM, but rather to have these core
principles tell us what we should be
doing now.
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IMPLEMENTING AIM

01/09/14

One of the most common
questions we get about our
AIM
(also known as
the Accelerating
Implementation
Methodology) is both simple
and complex. The question is,
a change management
325

AIM METHODOLOGY
• Similarly, the AIM
change management methodology is derived
from a set of core principles that provide
directional guidance during the project lifecycle.
It bears repeating that the AIM in change
management is simply to amplify the method
you are using!
• Rather to have these core principles tell us
what we should be doing now. If your change
management methodology is based on principles,
rather than on a lock-step adherence to a set of
templates or check-lists, you are able to react
to the dynamics of what is taking place on the
ground in the moment.
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IMPLEMENTING AIM

Doug
Bennett

01/09/14

REMEMBER both simple and
complex. The question is,
a change management
The Answer should be AIM
327

The List of Characters in AIM Change

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328

AIM METHODOLOGY
•

•

For Execs who need to be active
Sponsors of the change, IAM would
conduct an Executive Briefing. .
The major focus of this session is on
actions required from these leaders as
Sponsors-- specifically what they need
Sponsorsthem to do to express, model, and
reinforce their individual and collective
commitment to the change.

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AIM METHODOLOGY
•

For Senior Directors, IAM would get them
Directors
through what they Call SponsorShop. This
session also focuses on the behaviors
required from the "Reinforcing Sponsors" of
the initiative.

•

We know that we will have the highest level
of resistance to change is from midManagers and above, so this training is
critical.

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AIM METHODOLOGY
• The SponsorShop is most impactful when
AIM combines the training with a 360 type
of individual assessment of the Sponsor
using our Sponsor Assessment tool.
• This provides the individual with
performance data that then informs their
Sponsor development plan-again,
not generically speaking but in the
context of the specific change.
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AIM METHODOLOGY
• For Managers of Managers, Managers of
Managers
Supervisors and Managers with No
Direct Reports AIM is used to conduct the
method you are using and the vocabulary
will not change!
• They are familiar with vocabulary and
principles of the methodology, with an
emphasis on the definition of the change,
Sponsorship, Readiness,
Communication, and Reinforcement.
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Anticipating Resistance: A Change
Management Methodology Guide

• One of the benefits of the
Accelerating Implementation Methodolo
is that it makes many of the theoretical
prescriptions you will find in other
change management methodologies
more simplified by concentrating on
the Key Players within the Change!
.
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Anticipating Resistance: A Change
Management Methodology Guide
You can predict the impact of a change in
advance and anticipate the level of
resistance from various target groups.
Once you know the likely level of
resistance, you can put strategies
and tactics in place to management
that resistance pro-actively.

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The AIM Change Management Methodology
identifies these 9 questions as:
1. Does this change have a low perceived need?
2. Are there unclear expectations?
3. Does it have unknown outcomes?
4. Are there negative impacts?
5. Does it seem to be irreversible?
6. Does it have low rewards, and high costs?
7. Will it cause a high-level of disruption?
8. Is there low involvement in how the change will be
implemented?
9. Does it imply poor past performance?
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Familiar To Which Process ?

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336

Familiar To Which Process ?

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337

The CAST of Characters for Implementing
Organizational Changes
• Suppose one day you have a great idea for an
improvement or process change. How will you
introduce this change into your organization?
• You can champion this stroke of brilliance, but to
get the idea actually implemented, you'll need a
Sponsor. Someone with the requisite power
and authority to provide you with resources!
So you go to your potential
• Sponsors who can authorize the change, and
you sell your great idea. You now have power a
Voice an Authorizing Sponsor.
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The List of Characters in Change

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339

Four Roles, Four Job Descriptions
• SPONSORS: Authorize, legitimize, and demonstrate
SPONSORS
ownership for the change. In order to be a Sponsor, an
individual must have sufficient organizational power and/or
influence to either initiate the resource commitment
(Authorizing Sponsor) or reinforce the change at the local
level (Reinforcing Sponsor.) A leader can't serve as a
Sponsor outside of his or her area of positional authority.
Therefore, you may have multiple Authorizing Sponsors,
particularly in a matrix organization structure.
• TARGETS: Change behavior, emotions, knowledge,
perceptions, etc.
• In major changes, there is always an overlap of roles. We
say that "everyone is a Target first." This includes
first
Sponsors!
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340

The List of Characters in Change
• Wonderful improvement, you are now also
a Reinforcing Sponsor.
Sponsor
• Don't forget, you will need to change too.
So you are also a Target!
• In the implementation of an organizational
change, everyone has a role. In fact many
people have more than one role. One of the
reasons for weak or spotty implementations
is simply that people are unclear about what
role they are supposed to doing & How to
Do IT?
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Four Roles, Four Job Descriptions
• CHAMPIONS: Believe in, and want the change.
Champions attempt to obtain commitment and
resources, but may lack the Sponsorship to actually
drive the change. Your change is accelerated when
the other three roles (Agents, Sponsors, and
Targets) are also Champions.
• AGENTS: Implement change. Agents have
AGENTS
responsibility from planning through execution of the
change. At least part of their performance
evaluation is based on the success of this
implementation. Agents must therefore know that
they are accountable, and that they are being
evaluated on implementation success.
success
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The core principles of the AIM change
management methodology are:
STEP

CORE PRINCIPAL

Define The Change

Stakeholders need to have a
commonly held definition of both the
present state and the desired future
state.

Build Change Agent
Capacity

Implementation success requires
the right number of change agents,
with the right skills, traits, and
characteristics, located in the right
places.

Access the Climate

No change occurs in isolation; it
occurs in a context of all those
priorities competing for resources,
and is impacted by organizational
stress and past implementation
history and cultural patterns.

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STEP

CORE PRINCIPAL

Generate
SPONSORSHIP

Committed sponsorship is the
single most important factor in
ensuring swift and successful
implementation. The priority is
always to develop the cascade of
sponsors that individually and
collectively demonstrate
commitment by what they express,
model and reinforce.

Determine the Change
Approach

Change Agents must be
ambidextrous. Use a “hammer” for
compliance changes, and use
transition management for
commitment based changes where
you need “hearts and minds.”

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STEP
Develop Target
Readiness

CORE PRINCIPAL
Resistance to change is inevitable.
It must be managed. It cannot be
denied, discounted, deferred to, or
defeated.

Build Communication
Plan

You must communicate in the Frame
of Reference of each Target, with a
built-in feedback loop for every
communication so you can check for
understanding and identify sources
of resistance.

Develop
Reinforcement
Strategy

There is no change unless there is
behavior change, and there is no
behavior change without a change in
reinforcement. You are either
reinforcing the change, or
reinforcing the status-quo
347

01/09/14

STEP
Create Cultural Fit

Prioritize Action

01/09/14

CORE PRINCIPAL
f your project conflicts with the
current culture, culture wins unless
you are significantly altering the
reinforcement
You must blend the technical side
and the human side of project
management.

348

management methodology
• In addition, the 10 AIM core principles they are scalable
and flexible, meaning that you won't necessarily apply all
the principles, tactics and strategies to every
implementation.
• So how does this play out in the real world of project
implementation? If you are caught in a situation with
limited resources and don't know what to do, where should
you concentrate your energies?
• The principles guide your way. Since sponsorship is the
single most important factor in swift and successful
implementation, you should focus on generating the
cascade of sponsorship. No other activity will yield
greater impact on project success!
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• If you are dealing with a complex change
that has both compliance and commitment
elements, you know you will need to
incorporate two different change
approaches:
• You can "hammer" in the compliance
elements, but you will need to use a
commitment-based, transition management
approach of (Freezing and Un-Freezing) for
the other aspects of the change. Who’s Theory ?
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350


• Core Principles Are More Then Words.
• Effective and efficient change management
applies these principles to guide the way
• NO MATTER WHICH CHANGE
METHODOLOGY USED

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LINE OF SIGHT GOVERNANCE

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352

AIM IS REALITY BASED & TACTICAL
• Can a change management methodology
be the single solution to creating a changeadept organization? You might be surprised
to learn that the answer with all change is

NO!

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353

AIM BALLANCED SCORECARD & DASHBOARD

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354

What IS Resistance?

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355

THE AIM METHODOLOGY/ROADMAP

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THE AIM METHODOLOGY/ROADMAP

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IMPLEMENTING

AIM

• If you are serving in an internal
change management consulting role,
there is great value in having a set of core
principles guide your way.
• The AIM change management methodology
principles are like an electronic
dashboard in your car; if your windshield
wiper fluid is low, you react one way. If
your Check Engine light appears, that is
an entirely different matter!
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IMPLEMENTING AIM
• The compelling new vision and story you
are communicating level by management level
through the organization.
• You can’t talk your way to
transformational change. No matter how
compelling the vision or story is, you won’t get
transformational change without leaders who are
consistently expressing,
modeling and reinforcing the new behaviors.
Reinforcement, not Communication, is the power
Reinforcement
lever for driving transformational change.
change
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IMPLEMENTING AIM

• Overt vs. Covert Resistance
In fact, managing resistance to change is even more challenging
because when it comes to resistance, things "may not be what
they seem." This means that what you see on the surface can
be different from what is really going on.
• Here are some examples:
Observable Resistance to Change
Overt (I express my resistance)

What is Really Going On
It looks like I am changing but I
am really not Covert ()

Ability (I lack the skills to make the Willingness (I’m not motivated,
change)
so training won’t make it better)
Action (I’m busy changing)

Inaction (If I just wait, this too
will pass

Conscious (My actions
demonstrate my resistance)

Unconscious (I don’t realize I’m
being resistant)

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FINAL THOUGHTS

ITAL
CAP
MAN
HU

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EACH METHODOLOLOGY HAS A
REASON FOR It's EXISTANCE

• Every methodology has, or Can Have, a specific
purpose!
• Each one can be used as a Stand Alone, but there
designs, although close are unique, for unique
purposes
• What Can and Does Work is Combining some, or
all the Methods into the one that Matches Your
Goals

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Review of Key Objectives
& Critical Success Factors For ANY CHANGE
• What makes our company unique
• What makes our company
successful
• Shared vision, Integration of
O.D./People Solutions
• Proven Design, Performance &
Change Methodologies
• A One GSI
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FINAL THOUGHTS
• This mini presentation was meant to
give you a taste of what the strategies
are that creates a complete change
methodology.
• Using PROSCI-ADKAR
• Using Kotter
• Using EVP
• Using The Tools for measurement &
Assessment
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FINAL THOUGHTS
• It’s Maximizing all the Human Capital the
company has
• It’s Using GAP Analysis, and Metrics to
measure Change & Progress
• It’s Using the knowledge that
Organizations Do Not Change… People

Change!
• It’s using the right Change
Methodology for the right Change
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FINAL THOUGHTS
• It Is Using the Knowledge that You MUST
BE ABLE TO Visualize ROADBLOCKS and
POINTS of RESISTANCE Prior to them
ever TAKING PLACE!

• It’s about People!

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FINAL THOUGHTS
• It’s Understanding that Strategic Change
happens ONLY WITH A STRATEGIC PLAN of
attack that uses multiple initiatives
happening Simultaneously, and Balancing
multiple Priorities and Cross
Functionalities. I.e. Connecting ADKAR and
Kotter together to form one change
methodology
• It’s Understanding it must be good for Both the
Business and for the People
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THE SIX TENSIONS OF LEADING CHANGE
I. Analyze change
Use a mixture of styles , especially ADKAR & Kotter
Together. You Must become a Champion, A
Together
Passionate Zelot and become the Key hand of/ or the
initiative of a significant change, by consistently
change
promoting it, and encourage others to get on board.
2. Show a sense of Urgency
Demonstrate the need to take action; accelerate the
pace of change. Vs.Demonstrating realistic patience,
patience
Know when and how to slow the pace so that people
can cope and adapt.

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4. Be tough
Make difficult decisions without hesitation or secondguessing. Vs Be empathetic
Take others' perspectives into account; understand
the impact of your actions and decisions.
5. Capitalize on The Organizations Strengths,
As well as your own. Remember you are there for
both Strategic and Tacticle.

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6. Know your Human Capital and organizational
strengths; confidently apply them to new situations
and circumstances. Vs. Go against the grain how
willingness to learn and try new things--even when
the process is difficult or painful.

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• 6. Change happens one person at a Time,
Time
Remember the Head Bob and Weave example.
People create and sustain change.
• As one final Thought:
• We hire really good people, so why do we ask
them to park their brains at the door? In 1986
Dr. Lori Basis from the Human Capital Institute
performed a study, and found that in companies
ranging from G.E. To Blockbuster the average
employee utilization of what they could bring
to the table, and assist the company was les

then 36%

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A Few Quotes and Final Words of Wisdom

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THE FIRST “KEY” TO OVERCOME
“THE PROBLEM IS NEVER HOW TO GET
NEW INNOVATIVE THOUGHTS INTO YOUR MIND,
,
BUT HOW TO GET OLD ONES OUT.”
OUT
DEE HOCK,
CREATOR OF VISA

“PERHAPS, THE GR
EATEST DIFFICULTY IN THE W LD
OR
IS NOT FOR PEOPLE TO ACCEPT NEW IDEAS,
BUT TO MAKE THEM FORGET
ABOUT THE OLD CONCEPTS.”
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JOHN MAYNARD KEYS
ECONOMIST

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KEY LEARNING POINTS

•
•
•
•
•

Focus in employee involvement
Build trust through clear and open
Create Short-Term Wins
Communication
Tap employees ideas for BEST
Change, get Them INVOLVED!
• Continuous Metrics Monitoring
• Focus on process and quality
improvement
• Be creative
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5 Observations on Change in General
•

5 observations from John Kotter in a
recent interview on Change in General
1. The marginal rate of change is increasing
[and will continue to do so]
2. Leaders need to get better at leading
and managing change
3. The sense of urgency needs to
permeate the whole organization

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5 Observations on Change in General
•

5 observations from John Kotter in a
recent interview
4. Leaders' deeds are more important than
their words
5. Leaders need to understand what does
and doesn't work before embarking on
change

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How Can

YOU

Make A Difference?

“Free the Lunatic Within!”

—Tom Peters

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Change – The Facts

“It’s really about how
to Create a
‘ Cause,’

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Change Is Really How You See Things

“Art is not what you see
But rather what you make Others
See!”
Edgar Degas

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“A life spent making mistakes is not
Only more honorable, but more useful then
A life doing nothing!” George Bernard Shaw

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My Favorite Quote of all
“ Some People See Things As They Are and
Ask Why?
Others Dream Things As they Aren’t
And Ask

Why Not?”
George Bernard Shaw

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“No business can survive over the longer term
if it cannot continually reinvent self. But
this is most difficult to do as it requires
working across all layers of the firm. It’s
essential and difficult, it is the ultimate

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Change With Soul

“ Operations is
Policy .”
— Fred Malek (1974)

“ Execution is
Strategy .”
—Tom Peters (1983)
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How Can YOU Make A Difference?

“The greatest danger for
most of us, is not that our
aim is too high and we miss
it,
but that it is too low and we

reach i!”
Michelangelo 1499

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Change: Why It’s So Hard To Accomplish
•
•
•
•
•

Thank You For being a Great Group!!!!
Questions & Answers
Team and Individual Assessment Scores
Backup Information
Once again Thank You, You are the future!
Presented by Rich Fierson Human Capital –
ROI - 972-743-1442 Call with questions as
well.

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386

REFERENCE SECTION AND
ADDITIONAL INFORMATION

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Change:
Why It’s So Hard To Accomplish Sustainable Change?
&
The Basic Methodologies and Transformational Change Concepts Being Used Today !
Includes a Complete Guide to How to Effectively Approach Change.
Organizational Change Concepts from Design of a a Team to Re-Engineering a Company

This Course Includes:
Change How To!
Prosci-ADKAR, Kotter 8-Step Change Process,
The Deloitte-EVD (Enterprise Value Delivery) Change Process, The Q-line Change Process &
The New AIM (Accelerating Implementation Methodology for Change) Process

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The complete guide to change management

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