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Resources

4 key times that OCM can be used to…

  • February 3, 2020February 10, 2020
  • by Mark Galgsdies

A successful ServiceNow transformation starts long before the build commences, and training is conducted.

 

Preparation and planning are two key factors.

 

From the People and Organisational Change Management (OCM) perspective, there are 4 key times that OCM can be used to improve project success.

Enable’s approach to OCM has a laser-like focus on the People side of clients’ ServiceNow implementations in support of the technical aspects of Processes and Platform. Our OCM, adoption and training services align with The Enable Way – our project delivery methodology (Figure 1).

 

Figure 1: The Enable Way

Enable’s OCM adoption, and training activities run in parallel with, and across, the five delivery stages with inputs to and delivery outcomes from each stage.

Enable OCM adoption, and training efforts track across four key times of work (shown in Figure 2):

  1. Readiness
  2. Go Live Preparation
  3. Go Live Transition
  4. Sustainment

Figure 2: Enable’s 4 stages of OCM, adoption and training work

What Makes Enable Different?

We know that implementation occurs before, during and after Go Live. We also understand the importance of continued people support beyond Go Live, through Hypercare and Warranty periods. Mature organisations pay particular attention to supporting their staff 3, 6, 9 months or more after the implementation has moved from being a Project to being Business As Usual (BAU). Figure 4 depicts Enable’s OCM maturity model.

Enable can provide clients with the tools and support that assist with embedding and measuring the adoption rates of the new ways of working.

Figure 4: Enable’s OCM Maturity Progression

Experience Matters

So, what have we learnt over many years of successful ServiceNow solution installations?

Enable’s experience has highlighted seven fundamental key lessons learnt for successful ServiceNow implementations:

  1. OCM starts BEFORE formally kicking off any deployment:
  • Dedicate a role(s) to designing and managing the OCM plan that considers all stakeholders and contexts
  • Research the organisational context (including the stakeholders, risks, etc.) to inform OCM planning
  • Use collected knowledge of the organisational change environment to design an OCM Plan that includes plans for how to communicate the organisational change with stakeholders, deliver needed training and enablement, and minimise the impact of organisational change
  1. Assign a fully dedicated OCM lead + team. Ideally, the team would consist of:
    • A communications person
    • A systems trainer
    • An administration person
  2. OCM is a part of good governance and should be developed concurrently with any changes your work processes and policy. To ensure consistency, the OCM Program Team and Plan would be in alignment with, or a part of, the client’s governance program for the implementation
  3. Enable and our clients agree on what “good” OCM looks like – expectations can be set at that point and then together we work in creating and driving the various Plans along with agreeing what the measures of success will be and how/when we will report them
  4. Constant, visible, active sponsorship is the single most important factor in ensuring a successful implementation
  5. Selection of Change Agents (eg SMEs) / Champions / Advocates / Stewards is the second most important factor. They are not selected just because they are available.
  6. Change Agents need to be represented at every level of the organisational hierarchy to avoid ‘black holes’ of communication and support.

Written by –
Mark Galgsdies
Organisational Change Manager
Tribe – OCM

 

Resources

4 key questions to ask before your ServiceNow project…

  • February 3, 2020February 17, 2020
  • by Mark Galgsdies

4 key questions to ask before your ServiceNow project starts

4 key questions to ask before you start your ServiceNow project. A successful ServiceNow transformation starts long before the build commences and training is conducted.

Preparation and planning are key.

What are the 4 key questions to ask before you start with a significant change that can impact your business and the way people work

  1. What typically causes changes to fail in our organisation?

Think about what your implementation history has been like previously – have you conducted similar rollouts?

What are the “correct” answers? ? Sometimes the answer is to simply not repeat the mistakes of the past – learn from them. The answers may lie in:

  • Planning better.
  • Identifying the right stakeholders.
  • Collaborating with the right stakeholders at the right times.
  • Investing in OCM maturity by embedding OCM roles and responsibilities content into leadership and management programs.
  • Placing a fulltime OCM lead on the Project and establishing a complete OCM team within the PMO including:
    • Training lead
    • Communications lead
    • Change lead

A good place to start to answer this question is to do a formal assessment and analysis of previous, similar rollouts. Need a tool for this? Ask us.

The second question follows on from the first. It focuses on the current organisational climate – what’s going on currently that may impact the success of this implementation.

 

2. What other projects, resources and organisational changes are there that will compete with this ServiceNow implementation?

Doing a “stress test” will provide you and others in the organisation a good understanding of the context within which your ServiceNow implementation will operate. It’s a good practice to look back into the past and filter through the three lenses of People, Process and Platform.

The third question revolves around understanding who is going to be impacted by the implementation.

 

3. Are we considering Organisational Readiness in the context of the company’s ServiceNow roadmap…do we even have a roadmap?

Does the roadmap include specific personas (view of the roadmap based on who will be impacted by what, by how much and when?)

The answer here revolves around the three key OCM pillars: People, Process and Platform. Different people will be impacted in a number of different ways: the work they do may change, the business processes may change and certainly, the platform is changing. How do we communicate to, then train each of these people in ways that are relevant to them?

 

4. How do we break the habits formed over many years of working with the previous systems and processes?

The fourth question points to encouraging the new ways of working while ‘switching off’ the old ways. How do we break the habits formed over many years of working with the previous systems and processes?

In essence, we’re dealing with people needing to change their work habits and good sense would suggest we somehow reward working in the new ways and discourage working in the old ways. There are several things we can do to achieve this (once again keeping the People, Process, Platform pillars in mind):

  1. Turn off or eliminate completely the old ways of working:
    1. Decommission the old software
    2. Eliminate the ability for workarounds
    3. Harder, longer more difficult to do
  2. Make the new ways a positive experience:
    1. Easier, simpler, quicker platform
    2. More efficient processes
    3. More productive people

And do you know what? Even if people see this ServiceNow implementation as a wonderful thing there will still be a resistance of some sort. We’re human – it’s inevitable. There may be doubts over clarity or timing or some such, but there will be resistance. This resistance should be encouraged! Ask for it, raise it, encourage it and do something with that valuable information.

Doing a Readiness Assessment early on allows a formal way for potential sources of resistance to be uncovered from a range of different perspectives: Managers, Change Agents, End Users, Fulfillers and so on.

Critical to answering this question is to ask another question: how DO we reward, recognise and encourage the new ServiceNow ways of working?

 

Choosing a capable ServiceNow partner like Enable Professional Services ensures project success, in all ServiceNow project implementations we offer a series of Organisational Change Management tools to help your management and employees transition smoothly, painlessly and with a positive change to workflows to help enable your work.

Contact Enable today for your own ServiceNow implementation.

 

Written by –
Mark Galgsdies
Organisational Change Manager
Tribe – OCM

Resources

7 key ways to change behaviour at work –…

  • February 2, 2020February 17, 2020
  • by Mark Galgsdies

According to Culture Amp, if you strengthen your culture you can build a better company. If you want to change the behaviour or performance of your employees THE KEY PERSON is that person’s immediate, 1-up manager: their boss.

What is resistance management and what are reinforcement management strategies and how should you use them to promote the migration to the new ServiceNow solution?
The goal here is to move the needle so that the organisational and individual motivation, of moving to the ServiceNow solution, is greater than the motivation to remain using the old/current systems.

But how exactly do we do this? Well, this is where line managers and people leaders have the most important impact.

Motivation is a VERY personal thing.

What a manager thinks is a REWARD for a person may not, in fact, motivate that person. What motivates one person may not motivate the next.

Here are our top 7 ways to help change behaviour in your organisation.

There are dozens of ways to recognise and reward staff other than purely $, things such as:

  1. Secondments and short term task reassignments
  2. Training and Development opportunities
  3. Increased responsibilities (even decreased responsibilities!)
  4. Reduction of system and other controls – for example allowing more flexi-time or working from home arrangements
  5. Recognition: Public/Private – be careful with this one: some people do not like being praised in public
  6. Personal solutions – for example allowing an employee to alter their start and finish times on different days to cater for day-care or school drop-offs and pick-ups’
  7. Intrinsic motivators – the challenge of doing a difficult task, doing interesting work

It’s critical therefore that line managers know what works for each employee. A Reinforcement Assessment is a great way to do this and can be done by the Manager and the staff member where they then sit and discuss similarities and differences in their responses.

If you would like to conduct a reinforcement assessment with your employees and don’t know where to start, contact Enable, we have an Organisational Change Management team who can step you through an impactful way to work with your staff.

Written by –
Mark Galgsdies
Organisational Change Manager
Tribe – OCM

News

A little bit about Enable’s approach to OCM

  • February 2, 2020February 3, 2020
  • by Mark Galgsdies

The key to Enable’s OCM approach is in our name – Enable – we work with our clients to:

  • enable their staff to adapt to, and be upskilled in, the new ways of working generated by their ServiceNow solution
  • generate a commitment to the new ways of working (rather than compliance)

Our goal is to eliminate or mitigate challenges, pain points and risks and to engage with our clients’ stakeholders who will be impacted by the change by:

  • making them aware of the changes
  • helping them understand the goals of the change
  • influencing them toward supporting, becoming involved in, and committing to the changes

We work with our clients to ensure relevant staff receive the appropriate, timely and ‘fit-for-purpose’ communications and training they need to reduce ‘time-to-capability’.

Enable has experience in a number of OCM implementation methodologies, such as:

  • PROSCI’s ADKAR
  • IMA’s Accelerating Implementation Methodology (AIM)
  • PCI – People Centred Implementation
  • Lewin’s Change Management Model
  • Kübler-Ross Five Stage Model
  • Change Management Book of Knowledge (CMBOK)

We work with our clients in understanding if there is a pre-existing change management framework being used and work within that framework. If there isn’t, we can help our client design an adaptive OCM, adoption and training strategy that fits with their organisation and culture.

Do you need to speak to an OCM Specialist about your ServiceNow implementation, contact Enable today.

Written by –
Mark Galgsdies
Organisational Change Manager
Tribe – OCM

News

7 Key OCM Lessons for a successful ServiceNow implementation

  • December 9, 2019December 9, 2019
  • by Mark Galgsdies

7 Key Organisational Change Management (OCM) Lessons for a Successful ServiceNow Implementation

Enable’s approach to Organisational Change Management (OCM) has a laser-like focus on the People side of our clients’ ServiceNow implementations in support of the technical aspects of Processes and Platform. Our OCM, adoption and training services align with The Enable Way – our project delivery methodology (Figure 1).


Figure 1: The Enable Way

Enable’s OCM, adoption and training activities run in parallel with, and across, the five delivery stages with inputs to and delivery outcomes from each stage.

Enable OCM, adoption and training efforts track across four key times of work (shown in Figure 2):

  1. Readiness
  2. Go Live Preparation
  3. Go Live Transition
  4. Sustainment

Figure 2: Enable’s 4 stages of OCM, adoption and training work

 

The key to Enable’s OCM approach is in our name – Enable – we work with our clients to:

  • enable their staff to adopt, and be upskilled in, the new ways of working generated by their ServiceNow solution
  • generate a commitment to the new ways of working (rather than compliance)

Our goal is to eliminate or mitigate challenges, pain points and risks and to engage with our clients’ stakeholders who will be impacted by the change by:

  • making them aware of the changes
  • helping them understand the goals of the change\
  • influencing them toward supporting, becoming involved in, and committing to the changes

We work with our clients to ensure relevant staff receive the appropriate, timely and ‘fit-for-purpose’ communications and training they need to reduce ‘time-to-capability’.

Enable has experience in a number of OCM implementation methodologies, such as:

  • PROSCI’s ADKAR
  • IMA’s Accelerating Implementation Methodology (AIM)
  • PCI – People Centred Implementation
  • Lewin’s Change Management Model
  • Kübler-Ross Five Stage Model
  • Change Management Book of Knowledge

We work with our clients in understanding if there is a pre-existing change management framework being used and work within that framework. If there isn’t, we can help our client design an adaptive OCM, adoption and training strategy that fits with their organisation and culture.

Artefacts provided

Figure 3 depicts typical Enable OCM, adoption and training artefacts and documentation.

 

Figure 3: Enable’s OCM Strategy, Components and artefacts

 

Typically Enable would work with our clients in creating one or more of the following artefacts and documents (depending on the stage of work):

  • Change Agent Assessment
  • Organisational Stress Test
  • Implementation History Assessment
  • Business Impact Assessment
  • Sponsor Assessment
  • Individual Readiness Assessment
  • Business Readiness Assessment
  • Communication Audit
  • Targeted Reinforcement Index
  • Implementation Risk Forecast – Risk Management Plan
  • Communication and Engagement Plan
  • Change Plan
  • Training Plan
  • Reinforcement Plan
  • ServiceNow-specific “messaging” snippets that could be used for client’s internal communications
  • Boilerplate emails, newsletters, intranet announcements: preliminary, pre-go-live, at go-live, post-go-live

 

What Makes Enable Different

We know that implementation occurs before, during and after Go Live. We also understand the importance of continued people support beyond Go Live, through Hypercare and Warranty periods. Mature organisations pay particular attention to supporting their staff 3, 6, 9 months or more after the implementation has moved from being a Project to being Business As Usual (BAU). Figure 4 depicts Enable’s OCM maturity model.

Enable can provide clients with the tools and support that assist with embedding and measuring the adoption rates of the new ways of working.

 

 

Figure 4: Enable’s OCM Maturity Progression

Lessons Learnt

So, what have we learnt over many years of successful ServiceNow solution installations?

Enable’s experience has highlighted seven fundamental key lessons learnt for successful ServiceNow implementations:

  1. OCM starts BEFORE formally kicking off any deployment:
  • Dedicate a role(s) to designing and managing the OCM plan that considers all stakeholders and contexts
  • Research the organisational context (including the stakeholders, risks, etc.) to inform OCM planning
  • Use collected knowledge of the organisational change environment to design an OCM Plan that includes plans for how to communicate the organisational change with stakeholders, deliver needed training and enablement, and minimise the impact of organisational change
  1. Assign a fully dedicated OCM lead + team. Ideally, the team would consist of:
    • A communications person
    • A systems trainer
    • An administration person
  2. OCM is a part of good governance and should be developed concurrently with any changes in the client’s work processes and policy. To ensure consistency, the OCM Program Team and Plan would be in alignment with, or a part of, the client’s governance program for the implementation
  3. Enable and our clients agree on what “good” OCM looks like – expectations can be set at that point and then together we work in creating and driving the various Plans along with agreeing what the measures of success will be and how/when we will report them
  4. Constant, visible, active sponsorship is the single most important factor in ensuring a successful implementation
  5. Selection of Change Agents (eg SMEs) / Champions / Advocates / Stewards is the second most important factor. They are not selected just because they are available.
  6. Change Agents need to be represented at every level of the organisational hierarchy to avoid ‘black holes’ of communication and support.

 

Written by –
Mark Galgsdies
ORGANISATIONAL CHANGE MANAGE
Tribe – OCM

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