The disparity between expecting change and managing it — the “change gap” — is growing at an unprecedented pace. This has put many information management shops into traction as they initiate large, complex projects needed to stay competitive. Information management professionals and business leaders must concern themselves with the organization’s acceptance of these efforts. To be successful in achieving the larger enterprise goals, these initiatives must transform the organization. However, it takes more than wishful thinking to bridge the gap. The complexities of engaging behavioral and enterprise transformation are too often underestimated at great peril because the “soft stuff” is truly hard.

1. Slide 1
Unlock Potential
William McKnight
President
McKnight Consulting Group
www.mcknightcg.com
@williammcknight
Methods of Organizational Change
Management
@williammcknight

2. Slide 2
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Unlock Potential
Why the Resistance?

3. Slide 3
The Why
ROI concerns
Credibility
Terminology
Organization
Alignment with Values
Focus on Process not Outcome
Competencies

4. Slide 4
A Corporate Governance Committee
Interest in major additions of usage, subject
areas, and data sources should be brokered by
this committee if any of:
Perceived ROI is used as a driver for company efforts
and therefore a forum is needed to confirm and refine
these estimates
Limited budget or people resources
Expansion of data and data uses may strain the
scalability of the environment

5. Slide 5
Prioritizing Efforts
Ease to Do
Prerequisites First
ROI

6. Slide 6
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Unlock Potential
Key Areas of Change by Information
Management Discipline

7. Slide 7
“The Dawn of Man”
Does the Impact of Transformational
Change Always Have to Be Like This?

8. Slide 8
Successful Organization
Transformation Efforts…
Require much more than “the right data”
and “good planning” and “good
technology”
Present great opportunities, but also
poses significant implementation risks
Encounter many risks that are “people”
related, which must be managed for
successful implementation

9. Slide 9
Some “People” Risks That Can Slow
Down/Hinder Data Projects
§ Leaders not aligned with transformation case for change
§ Departments may feel they have little or no input in change
process
§ Employees concerned about how new processes will impact
their current jobs
§ Corporate culture resistant to change, tries to maintain the way
things have always been done
§ Simultaneous rollout of other projects
§ Staff not adequately prepared to execute new processes and
technology
§ New and changing job roles that require more complex
organizational coordination
Change readiness and organization impact assessments can provide
OCM leaders with additional insights into “people” risks associated
with the implementation

10. Slide 10
Data Warehouse/Data Lake/Business
Intelligence
• USE the Data Platform, not old ways to get data
• Accept the data in the Data Platform, not question its
quality or completeness
• Think of other uses for the data in the Data Platform
• Contribute derivations, calculations, summarizations for
the Data Platform, not just take data off the Data Platform

11. Slide 11
Master Data Management
Get their master data from MDM
Contribute their master data to MDM
Buy into the new business processes to
generate/update master data
Contribute their processes
Effectively use the new business processes to
generate/update master data

12. Slide 12
Big Data
Extend their business analysis to include big
data
Trust the big data collection process
Think “big”

13. Slide 13
Response to Change
Denial – The change won’t happen
It won’t affect me
It will be short-lived
Anger
Depression
How can I stop it? (Bargaining)
I’ll try
This isn’t bad
I’m spreading the word!

14. Slide 14
People and Change
Source: reply-mc.com

15. Slide 15
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Unlock Potential
Organizational Change Management in the
Enterprise

16. Slide 16
OCM: Embedded or Centralized
Embedded in a project to support that project
Centralized SWAT Team
In support of multiple projects
Part of Data Governance or other organization
Either way, 10% of the project budget

17. Slide 17
Organization Change Management
(OCM) for Analytics Focus Areas
OCM focuses on
mitigating “people”
risks and enabling
realization of
business benefits
Engage &
Communicate
Stakeholder
Management
Address
Organizational
Implications
Change
Readiness
Train the
Workforce

18. Slide 18
Organization Change Management
(OCM) for Analytics Focus Areas
OCM focuses on
mitigating “people”
risks and enabling
realization of
business benefits
Engage &
Communicate
Stakeholder
Management
Address
Organizational
Implications
Change
Readiness
Train the
Workforce
OCM focuses on
mitigating “people”
risks and enabling
realization of
business benefits
Engage &
Communicate
Objective
• Identify and address stakeholder
concerns
Desired Results
• Business leaders and employees
support changes

19. Slide 19
Organization Change Management
(OCM) for Analytics Focus Areas
OCM focuses on
mitigating “people”
risks and enabling
realization of
business benefits
Engage &
Communicate
Stakeholder
Management
Address
Organizational
Implications
Change
Readiness
Train the
Workforce
OCM focuses on
mitigating “people”
risks and enabling
realization of
business benefits
Engage &
Communicate
Objective
• Understand end user readiness to
adopt process and technology
changes
Desired Results
• Identification of implementation
“people risks” and organizational
impacts

20. Slide 20
Organization Change Management
(OCM) for Analytics Focus Areas
OCM focuses on
mitigating “people”
risks and enabling
realization of
business benefits
Engage &
Communicate
Stakeholder
Management
Address
Organizational
Implications
Change
Readiness
Train the
Workforce
Assess & Manage
Stakeholders
Expectations
Assess & Monitor
Change Readiness
Objective
• Build organizational awareness
and commitment to process and
technology changes
Desired Results
• Employee commitment and
support to implement operational
change vision

21. Slide 21
Organization Change Management
(OCM) for Analytics Focus Areas
OCM focuses on
mitigating “people”
risks and enabling
realization of
business benefits
Engage &
Communicate
Stakeholder
Management
Address
Organizational
Implications
Change
Readiness
Train the
Workforce
OCM focuses on
mitigating “people”
risks and enabling
realization of
business benefits
Engage &
Communicate
Assess & Manage
Stakeholders
Expectations
Assess & Monitor
Change Readiness
Mobilize &
Align Leaders
Objective
• Align job roles to new processes
and technology operational
requirements
Desired Results
• Employee acceptance of job role
changes and new organizational
coordination requirements

22. Slide 22
Organization Change Management
(OCM) for Analytics Focus Areas
OCM focuses on
mitigating “people”
risks and enabling
realization of
business benefits
Engage &
Communicate
Stakeholder
Management
Address
Organizational
Implications
Change
Readiness
Train the
Workforce
OCM focuses on
mitigating “people”
risks and enabling
realization of
business benefits
Engage &
Communicate
Assess & Manage
Stakeholders
Expectations
Assess & Monitor
Change Readiness
Mobilize &
Align Leaders
Objective
• Train employees to use
technology to execute new
business processes
Desired Results
• Workforce equipped with the
knowledge, skills and
competencies necessary to
utilize processes and
technologies effectively

23. Slide 23
How much OCM to do?
Widespread Org
Implications
Stakeholder
Numbers and
Potential for
Unsupportive
Jobs
Changing
Org Not Used
to Change
Process
Change

24. Slide 24
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Unlock Potential
Data Projects Organizational OCM Work
Products

25. Slide 25
Work Products Suggested Placement
• Change Readiness
Assessment
• Update Com Plan
• Phase Program Team
Communications
• Organization Impact
Communications
• Organization Impact
Assessment
• Stakeholder
Management Plan
• Update Com Plan
• Phase Program Team
Communications
• Deployment
Communications
• Reevaluate and
Update Stakeholder
Management Plan
• Training Needs
Assessment
• Training Strategy
• Training Logistics
Plan
• Current State
Impacted Job Roles
• Training Curriculum &
Development Plan
• Training Materials
Development
• Future State Job
Roles Definition
• Job Role Mapping
• Deliver Training
• Track Participants
Training Attendance
• Evaluate Training
Effectiveness
• Execute Job Role
Transition Plan
• Communication
Strategy & Plan
• Program Start-up
Communications
• Doc Portal
• Update Comm Plan
• Phase Program Team
Communications
• Training
Communications
• Deployment
Readiness
Assessment
• Reevaluate and
Update Stakeholder
Management Plan
• Train Trainers
• Register Training
Participants
• Job Role Transition
Plan
Design Build Deployment
Pre-production
• Stakeholder Analysis
Address
Organizational
Implications

26. Slide 26
• Stakeholder
Management Plan
• Deployment
Communications
• Future State Job
Roles Definition
• Deployment
Readiness
Assessment
Design Build Deployment
Pre-production
Example: OCM Work Products Identified for an
Analytics Project
• Training Curriculum &
Development Plan
• Training Materials
Development
• Deliver Training
• Track Participants
Training Attendance
• Evaluate Training
Effectiveness
• Stakeholder Analysis
Address
Organizational
Implications

27. Slide 27
Stakeholder Management Process
Activities Focus On …
Assessing
Stakeholders
Influencing
Stakeholders
Identifying
Stakeholders
Identified
Stakeholders
Identified Stakeholder
Issues & Concerns
Stakeholder
Management
Plans
New
Stakeholders
On-going
Stakeholder
Meetings
Technology
& Process Change
Impacts
Stakeholder management is not a one-time event, stakeholder
information will be reassessed and updated at each phase of the project

28. Slide 28
Stakeholder Dimensions
Communications Preference
Key Issues
Current Status (RYG)
Desired Status (YG)
Desired Project Role
Actions Desired
Messages to Communicate
Action Plan
Stakeholder Owner

29. Slide 29
Stakeholder Engagement: Dept Head
Briefing
29
Description:
The team will prepare each Dept Head for
the launch in the Dept. The Dept kick off
presentation with detailed content will be
send to Dept heads beforehand and will
be briefly reviewed. The activities within
the release will be discussed. The Dept
Head needs to understand …
Objective:
§ Prepare Dept heads for their role
Content/Topics:
§ Approval process
§ Activities within release
§ Joint release planning for the Dept
§ Presentation for Dept kick off meeting
§ Questions from regional Kick-Off
§ Value Measure operationalization in
Manager’s target agreement
Scheduling/Frequency:
§ Once in the beginning of each release
§ Duration: 1-2 hour

30. Slide 30
Sample Communication Plan
Communication
Type
What/How
Purpose
Why
Sender
From
Whom
Receiver
To Whom
Sources of
Information
From Where
Key Messages Frequency Phase
Media Type – Dialogue Media
Scheduled
Meetings
For information
gathering,
information
sharing, and to
obtain feedback
Project
Team,
Business
Advisors,
Committees
, Project
Staff
Affected project
staff
Results of
Project Tasks,
Reports,
Feedback,
Evaluation
§Awareness
§Understanding
§Implementation
As needed All
Face-to-Face
Events &
Meetings
For information
gathering,
information
sharing, and to
obtain feedback
Project
Team,
Business
Advisors,
Project
Staff
Affected Project
Staff &
Stakeholders
Results of
Project Tasks,
Reports,
Feedback,
Evaluation
§Awareness
§Understanding
§Implementation
At last
once per
phase
All
Demonstrations/
Presentations
To show the
product
Project
Team,
Business
Advisors
HWS Operational
Staff and Other
Stakeholders
Results of
Project Tasks,
Reports,
Feedback,
Evaluation
§Awareness
§Understanding
§Implementation
As needed All
All Hands
Meetings
To introduce new
members, give
status update
Project
Sponsors,
Project
Team, and
Business
Advisors
Project Team and
Resource Team
Project Office,
Project
Managers
§Awareness
§Understanding
§Implementation
As needed All

31. Slide 31
Dealing with People (You Can’t Stand)
The Tank
The Sniper
The Grenade
The Know-It-All
The Think-They-Know-It-All
The Yes Person
The Maybe Person
The No Person
The Whiner

32. Slide 32
• Training Needs
Assessment
• Training Strategy
• Training Logistics Plan
• Training Curriculum &
Development Plan
• Register & Tk
Participants Training
Attendance
• Evaluate Training
Effectiveness
• Training Development
• Deliver Training
OCM Work Products Execution Roles
Change
Management
Sponsor
Communications
(Manager)
• Communications Strategy
• Communications Plan
• Start-up Communications
• Web Page
• Phase Program Team
Communications
• Organization Impact
Communications
• Training Communications
• Deployment
Communications
Organization
Alignment
(Manager)
• Current State
Impacted Job Roles
• Future State Job
Roles Definition
•Job Role Mapping
• Job Role
Transition Plan
• Execute Job Role
Transition Plan
• OCM Strategy
• OCM Plan
• OCM Leadership Interviews
• OCM Leadership Strategy
• Operational Vision
• OCM Leadership Action Plans
• Mobilize, Support & Coach Change Champion Network
• Coordinate overall execution of OCM program & template
development
Training
(Manager)
Change
Management
Lead

33. Slide 33
Conclusions
OCM is essential to organizational analytics
transformation
Choose the applicable work products
Don’t push off OCM until the very end
Insert work products into plans
Focus on stakeholder analysis, job roles, training,
deployment preparation and communications planning
Make the “soft” a real, tangible part of an action-oriented
framework

34. Slide 34
And Remember, even with OCM….

35. Slide 35
Methods of Organizational Change
Management
Presented by:
William McKnight
President
McKnight Consulting Group
(214) 514-1444
wmcknight@mcknightcg.com
www.mcknightcg.com