Finesta ci 360 project year 1 cm strategy presentation

C H A N G E M A N A G E M E N T
Finesta Financial LLC
Certification Course
Laney Carter, Director of Change Management
Sam Cantu, Director of Project Management
Camille Harris, Client Experience Lead (CX SME)

Copyright © 2017 Prosci Inc. All rights reserved. 2© Prosci Inc. All rights reserved.
Project Overview: CI/360
Strategic three (3) year project designed to
introduce a new operating model, processes,
roles, and tools to transition from a transactional
model of financial services engagement to one
built on a personalized customer experience.
The target audience:
Colleagues in this
class
The key messages:
Overview the
structured and
intentional Prosci
change management
process and tools
What outcome we
wish to achieve:
Solicit feedback on
strengths and
opportunities for
improvement
Focus of our
PresentationYear 1:
Information
Year 2: Insights
Year 3:
Innovation
CI/360

Why Change Management – 4 P’s
Project Name Purpose Particulars People
CI/360:
Year 1: Capture
Client
Information
Year 2: Derive
Client Insights
Year 3: Drive
Solution
Innovation
Improve sales
Increase client
retention rates,
loyalty and
advocacy
Leverage global
knowledge to
support innovation
in solution design
Improve employee
engagement in
client success
Tool: Foundational
CRM Modules
Process: Client
engagement and
information capture
Roles:
Accountability for
client information
capture and data
accuracy
Systems: Data
standardization and
loading
Client Services Staff
(all locations –
Chicago, London,
Hong Kong, Sydney)
Information
Technology Staff
(solutions, support,
and infrastructure
teams)
Global
Impact
History of
Failed
Change
‘Must Win’
Change to
Model
Success
Need to
Define
Adoption,
Utilization
and
Proficiency

Why Change Management
6X
Of the 245 research
participants who reported
having excellent change
management effectiveness,
94% met or exceeded project
objectives.

Middle of the
Triangle
CI/360 Project Year 1:
Standardize client
information capture
and systems across all
locations:
• Improve sales
• Increase client retention
rates/loyalty
• Leverage global knowledge
to support innovation
• Improve employee
engagement in client
success.
PCT™ Assessment
We need to define how each of these benefits will be measured.

Key Learnings:
1. Team discussion was helpful
2. This is a point in time
3. It’s hard to be RED!
Leadership/Sponsorship
• Right person and level
• Need to set expectations
regarding sponsor role
(ABC’S)
• Communication will be key
(Full Project/Each Year)
Project Management
• Have a standardized project
management methodology
• Early in Year 1 so plan has
not been built out
• Opportunity to integrate
CM deliverables early in the
project
• Concern regarding CM
impact on scope, schedule
and budget
Change Management
• Low scores
• That’s why we’re here!
PCT™ Assessment: Visual Diagnostic

Change Characteristics
How large or disruptive is the change?
CI/360 Full Project:
• Impacts > 8,000 employees, all locations
• Radical change implemented in 3 year project
• High Risk change (44)
CI/360 Year 1: Information
• Impacts 1,250 Employees
• All locations (Chicago, London, Hong Kong,
and Sydney)
• Process and system change
• Mindset change for everyone (ownership of
data integrity)
• Groups and locations impacted differently
• Short term change (6 months)
• Med High/High Risk change (36)
CI/360

Organizational Attributes
How change ready is the organization?
Organizational
Attributes Impact on
Readiness:
• Location and cultural
differences
• Position project relative to
other changes underway
(saturation) at each location
• Communicate honestly about
failed changes
• Address competency building
for senior leaders, managers
and employees
London (3,900)
Chicago/HQ (8,250)
Hong Kong (1,950)
Sydney (900)

Risk Assessment Grid: CI/360
Medium
risk
High
risk
Low
risk
Medium
risk
Change characteristics
Organizational
Attributes
Change
resistant
Change
ready
Small
Incremental
Large
Disruptive
(36) (43)
(40)
High Risk Change
• Overall Project (43, 40)
• Year 1 (36, 40)
• Differences in the scale
and scope of change
characteristics
• Impact on Approach:
Customize and Scale
CM to address the risk

Change Impact by Group: CI/360 Year 1
• Client Services Staff
• Information Technology Staff
Experiencing Change:
Group Impact Inventory
Client Services
IT
Comments
Job Role, Critical Behaviors, Mindset/
Attitudes/Beliefs, Performance Measures
Critical Behaviors, Mindset/Attitudes/Beliefs
Chicago
London
Hong Kong
Sydney*
Solutions
Support
Infrastructure
* Recent acquisition

Potential Consequences of Poorly Managed
Change
Impacts:
• Financial (time & resources
invested in project activities)
• Ability to achieve project
benefits and ROI
• Competitive disadvantage
• Employee morale and trust
impact on culture
• Potential loss of talent

Team Structure and Sponsor Model
The proposed governance structure for your project
• New CM capability being
applied on the CI/360
project
• Integrated responsibilities
• Ease of communication
• Increased credibility
• Relationship to the sponsor
Sponsor
(MW)
Project team
Outside resources supporting
change management leaders
Change management
leader(s) on project team
LC
Corp Comms
Training
CEO
(LG)
CI/360 Steering
Committee

Change Management Team Preparation
• Prosci Certified Change
Practitioners: Laney, Sam, Camille
(if we pass the exam )
• Conduct a CM briefing for the full
project team
• Reach out to our corporate
communications team and learning
team (training)
• Formulate an approach to develop
a change agent network leveraging
Prosci best practices research
Biggest Gap –
KNOWLEDGE to ABILITY

ADKAR®
Awareness – Desire – Knowledge – Ability - Reinforcement
Mitigation
Awareness:
Communication
(Message and
Senders)
Desire:
Sponsor and
Manager
Engagement
Knowledge:
Competency
and Skill
BuildingWe need to make the connection between individual
change (ADKAR) and organizational change using the
Prosci® 3 – Phase Change Management Process.

Anticipated Points of Resistance & Mitigation tactics
London (~3,900)
Chicago/HQ (~8,250)
Hong Kong (~1,950)
Sydney (~900)
Established process,
big impact on day-
to-day work
Mitigate:
Involve users in the
design, engage
leadership
Recent acquisition,
limited knowledge
of new process
Mitigate:
Communicate big
picture vision and
operating model
Like their current
system, no desire
Mitigate:
Demonstrate new
design/value, discuss
leveraging their best
practices
Knowledge concerns
Mitigate:
Discuss plans for
knowledge/skill
building early

Sponsor Assessment Diagram
Overall Health: Low
• Primary Sponsor is
A1!
• Reflects low levels of
Sponsor and Middle
Management CM
Competency
• Challenges on the
technical side (IT)
due to change
saturation
• Look to Hong Kong
to model sponsor
engagementWHY? Sponsor effectiveness #1 indicator of success
WHAT? ABC’s of Sponsorship
Staff Staff Staff Staff
Staff Staff Staff

Change Strategy & Approach
Prosci Methodology
Phase 1 Findings
High Risk
Project Sponsor (A1)
Communication is key
Cultural Implications
PM/CM Integration
Critical
Impact on Phase 2 of
Prosci Methodology
Customize and Scale
Sponsor Coalition Needs
LG (CEO)
Messages, Timing,
Senders, Receivers
Engage Local Managers
Address Local Concerns
Define Milestones (PCT
score, ADKAR)
Sponsor Roadmap
Communication Plan
Risk Summary
Special Tactic
Repeatable Process

Communications Plan for Target Audiences
Audiences Project Key Messages Timing/Packaging Sender
Sponsor Coalition
Leading the Way to
CI/360
Pre-Project/
Updates
Exec Project
Sponsor, CM
Managers/Supervisors
Pre-Project/
Updates
Sponsor Coalition
Client Services -
Chicago
Working as One in
CI/360
Aligned with
project activities
and ADKAR
milestones
Town Hall
Daily Standups
Email
Web Site
One-on-One
(with feedback)
• VP of Global
Client Services
• Director of
Client Services
(location)
• Direct
Manager
Client Services -
London
Client Services - Hong
Kong
Client Services - Sydney
IT - Solutions Information Integrity
for CI/360
• CIO
• Tech Lead
• Direct
Manager
IT - Support
IT - Infrastructure
1. High Risk: High level senders and frequent communications
2. Carefully crafted and timed messages

Sponsor Roadmap
Priority #1
1. LG – Needs to be active and visible (not delegate), build coalition with
CL. ABC coaching will come from MW and CM Director.
2. MW – Needs to be active and visible, work closely with CL and
communicating to employees (primary competency gap)
3. MW and CL – Both need to communicate and engage support from PR
and RH to cascade messages. RH of particular concern (Negative)
Priority #2

Next Steps with the Project Sponsor
Review this
Presentation with
Project Sponsor
(Key Learnings)
Discuss Sponsor
Role (Review
Competency
Assessment)
Discuss Prosci
Selection
Discuss Next
Steps
Laney
Discuss Prosci CM
Methodology
Discuss
Integration with
Finesta’s PM
Methodology
Discuss Sam’s
Engagement on
the CI/360 Project
as PM Lead
Sam Core Project Team
focused on
‘Designing for
Adoption and
Usage’
Camille
Meetings Scheduled for Next Week
Mina Wynn Chen Li

Finesta ci 360 project year 1 cm strategy presentation

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