1

I built it and they didn’t come..

An end user adoption saga

Columbus Brown

2

Field of Dreams

If you build it, they will come

3

Has this happened to you?

Built it and they:

really, really HATE it

still using the old stuff

said it bombed

didn’t get promote it

gave me no feedback

4

Field of Dreams Adoption Model

Can the movie plot serve as a good framework?

Vision

Build

Paranormal Implementation

Let’s Explore

5

Field of Dreams Adoption Model

VisionHeard VoicesGot a VisionGot Support

6

Field of Dreams Adoption Model

BuildRoll up your sleeves &

get to workHecklersProblems & Opposition

7

Field of Dreams Adoption Model

Paranormal ImplementationGHOSTS?Family drama

8

Field of Dreams Case Sagas

Intranet Story

Hovercraft Story

Policy & Procedures Solution

9

Field of Dreams Adoption Model

Conclusion

10

Field of Dreams Adoption Model

ConclusionYou need GHOSTS to make this work

11

Getting the right GHOSTS

G - Good Story

H - History

O - Org. Change Management

S - Sponsorship

T - Tools

S - Simplicity

12

G-Good Story

“After nourishment, shelter and companionship, stories are the thing we need most in the world.” ― Philip Pullman

13

H-History

14

O-Organizational Change Management

Some of that fluffy stuff

Set of tools, processes, skills, and principles

Managing people side risksAchieving desired and required

outcomes

[org.]+[change]+[management]

What is the difference between change management and project management?

What are some misinterpretations?

How else do you view or describe change management?

• Lower productivity• Passive resistance• Active resistance • Turnover of valued employees• Disinterest in the current or future state• Arguing about the need for change• More people taking sick days or not showing up• Changes not fully implemented• People finding work-around’s• People revert to the old way of doing things• The change being totally scrapped• Divides are created between ‘us’ and ‘them’

2007 © Prosci

Unmanaged People Side Risks

Adoption, utilization, team proficiency will directly impact business results

Speed of adoption How quickly will people

get on board?

Ultimate utilization How many people are

on board?

Proficiency How much improvement occurs when people are on board?

Unmanaged People Side Risks

Change management directly impacts business results

Stability

Project begins

X

Return on Investment Scenario 1:

Proactive Change

Scenario 2:Reactive Change

Scenario 3:No Change

Stability Point

Cash Flow Factors

program Time (periods)

Net cash flow of

period

0

+

-

This slope and shape is determined by speed of adoption

The height of the benefit after implementation is

finished is based on ultimate utilization

Proficiency contributes to the ‘height’ of ongoing

benefits

Proficiency contributes to the ‘height’ of each

benefit

ROI of Change Management Model

20

S-Sponsorship

Top factors for project success

Factors:

1. Effective and strong executive sponsorship

2. Buy-in from front line managers and employees

3. Exceptional team4. Continuous and targeted

communication5. Well planned and organized

approach

21

T-Tools

Business Model Canvas

Prosci Change Management4PADKAR

Business Model CanvasKey Partners Key

ActivitiesValue Proposition

Customer Relationship

Customer Segments

Key Resources

Channels

Cost Structure Revenue Streams

www.businessmodelgeneration.com

23

4P’sConnect Change Mgmt. to Bus. Results

Project Name Purpose Particulars People

What is the project under

consideration?

What are the goals or

outcomes that the project is

trying to achieve?

What is actually being

changed?

Whose day to day work will be

impacted?

Prosci methodology: 4P’s

Prosci methodology: ADKAR

Awareness

Desire

Knowledge

Ability

Reinforcement

Regardless if it’s a change in behavior for a personal situation or a change made in the workplace, ADKAR is all encompassing.

25

Simplicity

26

Simplicity

27

Get the right GHOSTS

G - Good Story

H - History

O - Org. Change Management

S - Sponsorship

T - Tools

S - Simplicity

28

CB1492 Columbus Brown

columbusb@slalom.com