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we create thinking data®
Change ManagementThe Secret to a Successful SAS® Implementation
Greg Nelson, CPHIMS, MMCi
Your Presenter
Greg Nelson, CPHIMS, MMCiPresident and CEO – ThotWave Technologies
• Recovering Social Psychologist turned Clinical Informaticist (Duke University)
• Prolific writer/ presenter (175+ publications/ presentations). • 25+ year SAS Expert and certified in SAS (Grid Computing, Data
Mining), • Healthcare Industry Leader• Six Sigma, Balanced Scorecard, Strategy, Change Management
• Passionate about developing the next generation of data champions
5
Copyright 2016, ThotWaveTechnologies,LLC.
Why should we care about “change”
Best Practices for Leading change
Troubleshooting change
1
2
3
Examples of Change: Technology
Copyright 2016, ThotWaveTechnologies,LLC.
Source: Accenture, Counting on Analytical Talent, 2010
Analytics Project
Analytics GroupSolid line indicates a direct line of authorityDotted line indicates a a partial lien of authority or funding
Corporate
Centralized Decentralized
Function
Corporate Corporate Corporate Corporate
Center of excellence Consulting Functional
Business Unit
Function Business Unit
Function Business Unit
Function Business Unit
Function Business Unit
COECOE
Examples of Change: Structure
Why should we care about change1
If you want to make enemies, try to change something…“
Woodrow Wilson
People
Process
Technology
Current State Desired Future State
§ Analytical roles are dispersed throughout the organization
§ Focus of people is on creating reports
§ Scant talent possessing sophisticated analytical and consultative skills
§ Perspective of the “Have’s” and “Have-nots” across different departments
§ Analytics “mindset” is spread across clinical, operational, financial, strategic
perspectives
§ Leadership advances the analytical mindset across the value chain
§ Analytics Centers of Excellence (COE) possess analytical competencies in modeling,
data integrity, storytelling, critical thinking and consulting
§ Organizations recognize the importance of the “data pipeline” but it is not a part of
strategic planning
§ Analytics strategy is not universally known/ no sense of urgency
§ Some/ no Master Data Management abilities across limited domains
§ Data governance limited or non-existent
§ Establishing well defined disciplines across the organization relating to:
§ Data acquisition, Data warehousing, Master data management, Data governance,
Analytical planning
§ Organizational imperative for analytics and its contribution to the Learning Health
System
§ Data Warehouse is in place
§ Spread marts are abundant
§ Pockets of analytical “brilliance” propped up by heroes
§ Some ad hoc modeling
§ Sophisticated data integration & warehousing environment
§ Advanced modeling capabilities for predictive analytics and resource optimization
§ Automated standard reporting environment
§ Actionable data – “three clicks to action” environment
Some Hindsight
Limited Insight
Nearly 20/20 Hindsight
Actionable Insight
Realizing Foresight
Examples of Change: Improved Capabilities
Shared Purpose
2
1Explore 4 Measure Impact
Prioritize
5
Demonstrate
3
Create Knowledge
6
Analytics is a Journey Not a Destination
TechnologyChange PotentialImpact
Examples of Change: SAS Technology
Replacingorupgradingtheoperatingsystem • SASspecific OScoding changes• Filesystem changes• Managingfiles• Auditing, Versioning &Monitoring• Security/ authentication• Service management• Thirdpartytools• Dataimpact
Old:SASDisplayManager
New:SASEnterpriseGuide(orSAS Studio)
• Filesystem changes• Operatingsystemchanges• Nuances ofthetool
Old:SAS Foundation
New:SASDataManagement(dataintegration, dataquality,masterdatamanagement, datagovernance)
• Metadata• Process flows• Rolesandresponsibilities• Datastewardship• Governanceprocesses
Emotional Responses to Change
Knows that change is coming
Has a high level awareness of what is driving the change the broad vision of change
AwarenessUnderstands what the overall future state (change solution) looks like
Understands how new ways of working will impact them
UnderstandingIs the change in his or her area in order to try out the change and become familiar with its implications
Conveys message that new ways of working are soon to be reality
AdoptionArticulates the change as the new status quo and ‘the way things are done around here’
Demonstrates personal ownership and alignment with the change
Commitment
Individual ChangeCO
MM
ITM
EN
T
TIME
Each stakeholder group will be moved along the commitment curve at the rate most appropriate and critical for them.
AWARENESS
UNDERSTANDING
COMMITMENT4
3
2
1
44
3 3
2 2
1 1
Impacted Stakeholders,(End Users)
Change Network (Agents)
Project Team &Sponsors
1
2
3
4
ReinforcingLeaders
(Champions)
ADOPTION
Commitm
ent
Time
Awareness
Understanding
AdoptionCommitment
Unaware
Confusion
Decision not to adopt Capability
Terminated
Risk to change program if stakeholder poorly led and engaged throughout the process.
Managed Change
Best Practices for Leading Change2
ThotWave’s Best Practice Areas
ChangeManagementBestPracticeAreas
v Create a shared change purpose
v Establish a visible and engaged leadership coalition
v Enable engagement and communication
v Support strong individual performance
v Build a supportive organization and culture
v Create a measurement strategy
1. Create a shared change purpose
2. Establish a visible and engaged leadership coalition
Conventional Wisdom
Transform the masses!
Tipping Point Leadership
Transform the extremes: the people, acts, and activities that exercise a disproportionate influence on performance.
Prepare Deliver Reinforce/ Sustain/ Improve
AwarenessCompetencies
Skills
Knowledge & Attitudes
Implementation Evaluation
Video Introduction
Com
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WTH
Tell - Awareness� Articles� Intranet� Meeting minutes� Factsheets� Email summaries� Posters� Infographic� Newsletter
Sell - Understandi ng� Open forum (event)� Intranet listening post� Brochures� E mail� Seminars� Lunch n Learns� FAQs
TMDeliver – Action� Manager guides� Help line� Staff Training� FAQs� Cheat Sheets� Usage Guides
Com
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Com
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Learning Portal
Skills Development based on role
Skills Integration
ILT
Mentoring/ Expert Network
HyCMTA
Consult – Engagement� Briefings� 1:1 discussions� Informal networks� Workshops� Focus Groups� Feedback loops� Open Space� Microblog� Posters
Com
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Demonstrations
SG
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Community of Practice/ Peer-to-peer learning
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3. Enable engagement and communication
Comm EventsOverview
Architecture OverviewElevator Speech/Comms Update
Poster� TM Newsflash
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Training Invites
Training (ELT/CBT)
Training Reminders
Go-Live Announce
Participant Survey
Focus Group
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Tips and Tricks
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4. Support strong individual performance
Understanding the knowledge, skills and abilities
required for success
TrainingFocus on performance
management and training interventions most likely to be
effective and deliver change benefits
Knowledge ManagementFaster time to competency: employees more quickly able to perform in new jobs, use new systems etc.
Culture/ LeadershipSupportive mindset and organizational incentives designed to realize the benefits of investing in human capital
Talent management
5. Build a supportive organization and culture
• How should we arrange ourselves – our structure, processes and systems –to support the change?
• What values, attitudes and behaviors we want to collectively embody?
6. Create a measurement strategy
• What is the best way to track, report and realize the benefits intended?Audience Span of
ChangeDepth of Change
Rationale for Ratings Overall Assessment
Stakeholder Group X 3 3 All Client-related activities completed by x will change. They will no longer x Extensive
Stakeholder Group X 2 3 No longer responsible for x. Focus will shift to making minor interventions based on local intelligence and ensuring x
High
Stakeholder Group X 3 2 Much greater focus on x High
Stakeholder Group X 2 3 Manual data entry into x currently a large part of role. This will be replaced by increased reporting requirements
High
Stakeholder Group X 3 2 New accountability for x High
Stakeholder Group X 1 3 Relationship with Client and the activities undertaken on their behalf will change significantly
Medium
Stakeholder Group X 1 3 Relationship with Client and the activities undertaken on their behalf will change significantly
Medium
Stakeholder Group X 1 3 Little direct impact to own day to day role, but major change for those he oversees and the way in which new x operations are established in future
Medium
Stakeholder Group X 2 2 x will remain responsible for x but will do so using a new method and have a greater number of tools to help them do so
Medium
Stakeholder Group X 2 2 x will remain responsible for x but will do so using a new method and have a greater number of tools to help them do so
Medium
Troubleshooting Change3
Right-Size the Change Management Effort
Breadth of proposed
change
Depth of proposed
change
Impact of proposed
change
Criticality of proposed
change
Components of a change strategy
Vision Skills Incentive Resources Action Plan+ + + + = Results/Change
adaptedfromAmbrose,ManagingComplexChange
What happens when a component is missing?
Vision Skills Incentive Resources Action Plan+ + + + = Results/Change
Vision Skills Incentive Resources Action Plan+ + + + = Confusion
Vision Skills Incentive Resources Action Plan+ + + + = Anxiety
Vision Skills Incentive Resources Action Plan+ + + + = Resistance
Vision Skills Incentive Resources Action Plan+ + + + = Frustration
Vision Skills Incentive Resources Action Plan+ + + + = False start
adaptedfromAmbrose,ManagingComplexChange
Vision
Vision=Acompellingfuturestatewhichprovidesdirectionandasenseofunity- Whatisthevision?
LackofVision= Leavespeoplefeelingconfused
“Why?”
“Whataretheythinking?”
“Herewegoagain!”
Vision Skills Incentive Resources Action Plan+ + + + = Confusion
Skills
Skills = The ability to do something well and with a level of expertise - Does the team have those skills?
Lack of Skills or Training = Without the skills, or the promise of skills from a source we trust, we will feel anxiety…
“I can’t!”
“I don’t know how.”
“Will there be a place for me?”
Vision Skills Incentive Resources Action Plan+ + + + = Anxiety
Incentive
Incentive=Athingthatmotivatesorencouragesonetodosomething- What’sinitforme?
LackofIncentive= Whydotheworkifthereisnovalue,noconsensus isbuilt.
“Don’twasteourtime!”
“Ijustwanttodothejob,notdealwithallthis…”
Vision Skills Incentive Resources Action Plan+ + + + = Resistance
Resources
Resources=Astockorsupplyofmoney,materials,stafforotherassetsthatcanbedrawnonbyapersonororganizationinordertofunctioneffectively- WhatdoIhavetoworkwith?
LackofResources=Withoutthephysicalandemotionalresourcestoaccomplishthechangepeoplewillbefrustrated
“Theyasktheworldandgiveusnothingtoworkwith.”
“Howcantheyexpectustodo…?”
Vision Skills Incentive Resources Action Plan+ + + + = Frustration
Action Plan
Plan=Adetailedproposalfordoingorachievingsomething-Dowehaveaclear,manageable,measurableplan?
LackofaPlan= Withoutaplanitisimpossible togaintraction
“Wekeeptalkingbutnothingishappening”
“Wearegoingincircles.”
Vision Skills Incentive Resources Action Plan+ + + + = False start
@healthcare_bi
linkedin.com/in/thotwave
919.931.4736
Contact
www.thotwave.com
Gregory S. Nelson, MMCi, CPHIMSThotWave Technologies, LLC.
Copyright 2016, ThotWaveTechnologies,LLC.
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