Download - SAP Organizational Change Management
Organisa)onal Change Management
Genera)ng Business Readiness And People Engagement
Ul)mately, most of the problems that come with an ERP implementa)on can be summed up in one word:
People
Failure to prepare and manage organisa)onal change is risky
For your SAP project, can you assess the costs if: people misunderstand the new processes, do not use adequately the applica)on, discover a solu)on that is not fit for purpose because they were not properly involved in the project, the deployment is delayed due to a lack of leadership support,… ?
A well executed OCM plan delivers engagement and readiness
Strong leadership support and sponsorship as being essen)al for mobilizing resources, promo)ng change and removing obstacles
Strong business ownership of the program with key stakeholders
engaged and determined to make it work well
Business readiness: people and the
organisa)on 100% ready to work on SAP with new processes, roles and
behaviours from day 1.
A strong awareness, understanding and even excitement in the SAP program based on con)nuous communica)ons delivering key messages as well as facilita)ng
feedback and dialog
Skilled SAP users based on each one’s role and profile, relying on an effec)ve support organisa)on
Who is responsible for OCM? Every project team member interac)ng and communica)ng with stakeholders, has an influence on people engagement and awareness and is therefore an OCM contributor. More specifically: v The Program Director leads change v The Change Manager facilitates
OCM efforts v All project team members
contribute in one way or another
How does OCM fit in SAP ASAP?
Start communica)ng business case
Engage leaders & sponsors
Take the pulse
Communicate widely
Determine organisa)onal impacts
Involve user representa)ves
Develop guiding coali)on
Define and deploy business readiness plans including user training
Increase communica)ons
Post go-‐live communica)ons
Sustain leadership engagement
Monitor and support adop)on
Project Prepara)on
OCM phase goal: Lay the OCM founda)ons
OCM phase tasks: • Define the business case for change • Analyse the communica)ons channels • Define the communica)ons strategy, first key messages and
material • Define the OCM governance • Survey/understand stakeholders expecta)ons, hopes and
concerns associated with the project
Business Blueprint OCM phase goal: Define the OCM Plan, develop awareness and engagement
OCM phase tasks: • Perform a stakeholder analysis • Create the guilding coali)on • Determine the key business impact of the solu)on design on
processes, roles, skills requirements, organisa)onal structure • Define the OCM plan and its components:
• Tac)cal communica)ons plan • Stakeholder engagement plan • Training curriculum requirements for highly impacted users
• Design communica)on material; communicate, get feedback with a view to raise user awareness
• Carry out engagement mee)ngs with key stakeholders
Realiza)on OCM phase goal: develop business readiness, increase awareness and engagement
OCM phase tasks: • Reinforce and extend communica)ons, key messages and
feedback, keep the dialog going with stakeholders • Carry out a second and more detailed change impact mee)ngs/
workshops to produce a detailed understanding of to-‐be roles, responsibili)es, skills and organisa)onal structure
• Create the business readiness plans per deployment site/teams • Define the detailed training plan including vehicles, )ming,
logis)cs, assessment tools • Develop the training material
Final Prepara)on
OCM phase tasks: • Carry out training and rehearsals, conduct training assessments,
retrain if/when needed • Deploy pre go-‐live communica)ons • Mobilize sponsors/leaders to raise the level commitment of users • Finalize and carry out readiness plans per areas, leveraging
business readiness teams
OCM phase goal: make the business ready for transi)on
Go-‐Live and Support OCM phase goal: Monitor and support user adop)on
OCM phase tasks: • Implement user adop)on monitoring system • Analyse user adop)on and carry out correc)ve ac)ons as
requested • Carry out post-‐go-‐live communica)ons • Communicate and celebrate success • Sustain training vehicles • Monitor and sustain user support effec)veness • Ensure knowledge transfer from project to business teams
Leverage Digital Tools
User Experience Management (UEM): • Applica)on usage measurement,
analysis • Training success assessment
Solu)on enabling effec)ve and intui)ve online applica)on training: « Walk-‐Thrus are a series of interac)ve )p-‐balloons overlaid on the screen. These balloons help users act, react and progress through their business process. Users receiving help remain on site elimina)ng the need to go back and forth between video tutorials and FAQ’s. » Online applica)on allowing daily
interac)on with change users & stakeholders to sustain their readiness and engagement
How can we help?
christophe@appe)teforchange.net hep://www.appe)teforchange.net/en/contact-‐us/