Change Management 101: Operationalizing the Transition to the Guidewire Platform Aaron Brow, Jennifer Noel and Nikki Webster November 5, 2015 The purpose of this presentation is to provide general information about CNA and its current Human Resources strategies. Given the unique nature of CNA strategies, they may or may not be appropriate for use by other organizations and may be subject to change without notice. "CNA" is a service mark registered by CNA Financial Corporation with the United States Patent and Trademark Office. Certain CNA Financial Corporation subsidiaries use the "CNA" service mark in connection with insurance underwriting and claims activities. Copyright 2015 CNA. All rights reserved. 2 3 Meet the Presenters Aaron Brow Vice President, Organizational Change Management (OCM), Human Resources Aaron is responsible for leading the OCM team in its mission to deliver practical change management solutions that drive results and build organizational change management capabilities for CNAs long term success. Nikki Webster Director, Learning and Development, Human Resources As part of her role, Nikki is responsible for designing and developing learning for enterprise initiatives, including Guidewire implementations. Jennifer Noel Director, Organizational Change Management, Human Resources Jennifer has worked on Guidewire system implementations at CNA in a variety of roles including; change management, business process and requirements. 3 WHY CHANGE MANAGEMENT? CNAs approach. Text Poll What can we expect when we dont manage change effectively? o Lower productivity o Passive resistance o Active resistance o Turnover of valued employees o Disinterest in the current or future state o Arguing about the need for change o Changes not fully implemented o People finding work-arounds o People revert to the old way of doing things o Divides are created between us and them o All of the above 5 Top 10 Barriers to Transformation Success PERCENT OF FIRMS Source: Survey of CEOs Regarding Business Transformation: Barriers to Success, Conference Board, Copyright EquaTerra All rights are reserved. 82% Resistance to Change 72% Inadequate Sponsorship 46% Case for Change not Compelling OCM Focus Delivery Focus 44% Scope Expansion / Uncertainty 54% Poor Project Management 41% Not Horizontal Process View 36% IT Perspective not Integrated 44% Project Team Lacked Skills 43% No Change Management Program 65% Unrealistic Expectations Barriers of Success 7 Greatest Contributors to Our Success Active and visible executive sponsorship Structured change management approach Dedicated change management resources and funding Frequent and open communication about the change and the need for change management Employee engagement and participation Engagement and integration with project management Engagement and support from middle management 8 CNAs OCM Model 9 OCM Methodology CNAs Organizational Change Curve TimeDegree of support for the change 10 Six Levers of Change Six change levers are the focus for the OCM change strategy. They address top barriers and drive change readiness for adoption. 1 Compelling vision and communications 11 2 Executive Stakeholder management 3 Stakeholder and change networks 4 Change impacts and adoption 5 Training to build capability 6 Organizational design Six Levers of Change 1 Compelling vision and communications 12 2 Executive Stakeholder management Six Levers of Change 13 Six Levers of Change 3 Stakeholder and change networks 14 Six Levers of Change 4 Change impacts and adoption 15 Six Levers of Change 5 Training to build capability 16 Six Levers of Change 6 Organizational design 17 DEPLOYMENT HISTORY And, lessons learned. CNA Guidewire History 2004 Pilot of Guidewire ClaimCenter st Guidewire Deployment Commercial ClaimCenter ~ 1,250 Users 2007 Commercial New Account Set Up ~ 30 Users 2008 Commercial Small Business ~ 400 Users 2013 Deployment of Specialty ClaimCenter ~ 700 Users 2014 Enterprise PolicyCenter 1st Business Unit: Life Sciences ~ 275 Users 2015 Enterprise PolicyCenter Monoline Excess Liability (Umbrella) ~ 50 Users New Account Setup ~ Enterprise PolicyCenter: Common Customer ~ 1000 Users Workers Compensation ~ 1000 Users Excess Liability (Umbrella) ~ 1000 Users Surety: Bond Processing ~ Enterprise PolicyCenter: Package Products Specialty Lines of Business 2010 Upgrades to ClaimCenter 2012 Pilot Specialty ClaimCenter 19 Our Work: 2005 First Guidewire Deployment: Commercial ClaimCenter (approximately 1,250 users) 20 Microsites High Level Change Impacts Change Network Communication Campaign Classroom Training, Hands on in Training Environment Job Aids and Self Study E-Learning - Show Mes, Try Mes and Branching Command Center Deployment Team Our Work: 2008 Commercial Small Business (approximately 400 users) New Microsites High Level Change Impacts Change Network Communication Campaign Classroom Training, Hands on in Training Environment Job Aids and Self Study E-Learning - Show Mes, Try Mes and Branching Command Center Deployment Team Organizational Impact Analysis Change Impact Work Sessions Organizational Design Job Aids via Help Screens 22 Our Work: 2014 and beyond. Enterprise PolicyCenter: Additional business units New Microsites High Level Change Impacts Change Network Communication Campaign Classroom Training, Hands on in Training Environment Job Aids and Self Study E-Learning - Show Mes, Try Mes and Branching Command Center Deployment Team OCM Role, Methodology Microsites E-Learning - Snippets Organizational Impact Analysis Change Impact Work Sessions Organizational Design Job Aids via Help Screens Microsites: An Integrated One-Stop Shop 24 Six Levers of Change Six change levers are the focus for the OCM change strategy. They address top barriers and drive change readiness for adoption. 1 Compelling vision and communications 25 2 Executive Stakeholder management 3 Stakeholder and change networks 4 Change impacts and adoption 5 Training to build capability 6 Organizational design QUESTIONS? THANK YOU! Your Opinions Are Valuable to Us! 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