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News

Integrated risk management solution in one platform

  • April 13, 2020April 15, 2020
  • by Nicole Bailey

Enable Professional Services is partnering with LexisNexis, to offer an integrated risk management solution on one platform

Enable Professional Services is excited to have partnered with LexisNexis on integrated risk management (IRM) and governance risk and compliance (GRC) solution. For Enable’s IRM/GRC clients, this partnership will improve their workflow processes, increase efficiencies and enable improved productivity, so they can keep up with the pace of regulatory changes.

Enable CEO, Bruce Hara, said, “We’re delighted to work with the trusted global brand LexisNexis. Our partnership offers real business value to our shared customers, who will have better visibility and better processes for making decisions in a compliance heavy landscape”.

Specifically, the partnership means Enable’s IRM/GRC clients can easily access comprehensive regulatory content developed by LexisNexis, via an easy-to-use dashboard and workflow platform powered by ServiceNow.

As a result, IRM/GRC clients will have greater control of their compliance obligations and be able to streamline their compliance management. Not only will they be alerted to the latest regulatory obligations, but they will have the content (authored in plain language) and tools to manage, monitor and demonstrate their compliance.

LexisNexis is a leading global provider of legal, government and corporate information solutions, providing computer-assisted legal research as well as business research and risk management services.

Enable is an Australian owned Elite partner of ServiceNow, with the unique capability to onboard the rich regulatory compliance content from LexisNexis. Using this content, and ServiceNow’s suite of GRC and IRM products, Enable can automate a customer’s GRC processes, and manage work across IT and shared service functions such as HR, Finance, Legal and Facilities.

Enable’s Director of Strategy and Innovation, Paul Thomason said,

“By collaborating with ServiceNow and LexisNexis, we have developed some truly differentiated capability. Our customers are struggling to keep up with the rapid pace of regulatory changes. But the enhanced content from LexisNexis combined with ServiceNow’s capability fills out a solution stack. Along with IoT/SmartOps, it helps customers meet the challenge of continuous IRM”.

LexisNexis Executive Director of Emerging Markets & Corporate, Myfanwy Wallwork, commented, “LexisNexis is excited to welcome Enable Professional Services as a key strategic channel partner. As market demand for LexisNexis Regulatory Compliance grows, it is important that we partner with technology providers, like Enable PS, that provide customers with best-in-class IRM/GRC solutions”.

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

News

The Importance of OCM in Projects Management

  • October 4, 2019December 5, 2019
  • by Nicole Bailey

OCM is about driving user engagement and adoption. It’s about helping people use a new tool or leverage a new process that’s being implemented.

OCM is important for all projects, be they digital or otherwise, employees and management alike, risk project failure if OCM is not carefully considered and included in any business transformation.

What is OCM?

Change management can mean different things to different people and different organisations. Some people regard it as migrating your technology from one region to another. Others consider change management as a process to manage to change scope, budgets, or timelines. Enable’s approach to Organisational Change Management (OCM) has a laser-like focus on supporting the people side of our clients’ ServiceNow implementations. Our OCM, adoption and training services align with The Enable Way – our project delivery methodology.

We know that implementation occurs before, during and after Go Live. We also understand the importance of continued people support beyond go live, through hyper care 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).

“75% of your project’s ROI comes from when people use and interact well with a new tool or process”

OCM allows you to realize your ROI for adopting new tools and processes. While these tools and processes are vital, you don’t gain anything as a business if people aren’t using them. In fact, a commonly reported statistic states that two-thirds of projects fail not because of technology but because of poor adoption. When projects fail to meet business objectives, scope, and timeline, they ultimately fail to deliver the desired ROI. Meanwhile, approximately 75 per cent of your ROI can be found when people use and interact well with a new tool or process, according to Prosci.

These numbers show how important OCM – and active change management in particular – are to any project success. In the end, OCM gets people ready, willing, and able to accept new ways of working to ensure project success.

Why do you need OCM?

You probably already noticed that we believe OCM is vital for any project. However, this is especially the case for application modernization or cloud computing, where organizations need to prepare for large-scale disruption.

By modernizing your applications, you’re changing the entire way that your IT organization operates. Ideally, you achieve greater velocity in your application lifecycle, focusing on coding, integrating applications across environments, and transforming your infrastructure. In the end, you want to get more out of your data, break down data silos, and ultimately improve the consumer experience.

To achieve that objective, your people need to believe in the project and be able to work in a new way. Their daily tasks are going to change. While automating cumbersome, manual processes will allow people to focus on more important tasks, they need to understand the benefit of this effort. They also must adapt to the new ways of learning and will likely pick up new skills along the way.

 

Why OCM matters for application modernization

Application modernization is particularly difficult because it’s such a large-scale change. The IT organization as a whole will have to change how it operates, and the results can go beyond there. In these cases, you’re seeking buy-in from multiple groups before things go live. And without that buy-in, your projects are doomed to fail.

However, these difficulties can be overcome with OCM. According to Prosci, projects with change management are six times more likely to meet or exceed expectations. This is especially true of transformative work like digital platform modernisation, where you focus on maturing your people, processes, and technology with the use of ServiceNow. You can’t launch a new way of working and new platform while expecting it to add value to your business in a real way. The true value is in bringing your people with you to use new systems and processes to their full capabilities, create efficiencies, and reduce pain points.

How do you execute OCM for application modernization?

OCM is important for all project, digital and otherwise. Enables proven methodology, whilst customised for each project, holds true across a range of projects.

Our approach has four distinct phases:

  • Set the parameters, build the foundation, and provide the rationale (the why) for the change.
  • Identify the key stakeholders for the project and work through a communications strategy. This strategy aims to take people from awareness of the change to overcoming resistance points to knowing what they need to do.
  • Build a training strategy for those impacted. Training should be meaningful and fit in with their way of working. You want to overcome the adoption risk of people not using the new technology.
  • Establish how this change will continue over the long-term. Adoption isn’t enough – your goal is continued use. People have a natural tendency to revert to old ways of working. You also want to overcome the sustainability risk of people reverting to old methods. ( Source)

 

Get the Key stakeholders and IT on the same page

With OCM for application modernization, the reason behind the change may differ.  Communicating with both IT and the business stakeholders and the end users/rest of the company is key, especially because modernizing your applications is such a large shift. Large-scale change means that everyone will be impacted in some way, OCM can esnure that the impact is low but the results are positive. As a result, you will have key stakeholders throughout the company invested in project success, Key Milestones, and ensuring alignment is critical. After all, active and visible executive sponsorship is the number one contributor to success for any initiative.

The importance of OCM

OCM is crucial for projects generally. But considering large-scale changes such as a ServiceNow Implementation and platform change, this is especially true. All your team must change the entire way they work, communicate and manage their day to day workloads – and employing a significant change management plan will likely yield a successful outcome.

Enable provides clients with the tools and support that assist with embedding and measuring the adoption rates of the new ways of working. In the end, you not only want this change to be adopted at the time of implementation, but you also want sustainable change that will benefit the business and your staff. Sustainability allows your organization to deliver the business benefits of working in a modern environment over the long haul.

 

Source: Here

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