2013 change management services

We recognize that in today’s increasingly competitive environment, organizations are under constant pressure to improve their performance and continually develop their people, processes and tools.

Any time you make changes to your tools and processes, those changes impact multiple stakeholders in your organization’s ecosystem. For example, let’s take the common example of an e-sourcing rollout to a centralized sourcing team. Clearly, this can be a sizable change for the sourcing professionals who must manage events in the tool. Beyond that, we find that many other groups are impacted such as Sourcing Directors, Junior Analysts, Category Stakeholders and Supplier resources.

In order for the rollout of the tool to be truly successful, and for our client organization to reap the full benefits an e-sourcing tool can offer, all of these constituents must undergo a change of behavior. So how do we do it? First, we make sure we understand the requirements of the change. To do this, we typically use the ADKAR method of assessing change. ADKAR is an easy-to-use tool that lets a team

get started quickly on defining the change challenge. ADKAR states that in order for an organization to enact sustained change in the behavior of an individual, the following five objectives must be met:

Awareness of the need for change.

Desire to participate and support the change.

Knowledge of how to change (and what change looks like).

Ability to implement the change on a day-to-day basis.

Reinforcement to keep the change in place.

Using this framework, we map out an organization’s profile, looking to understand how the different roles within an organization will interact with the solution. The ADKAR chart on the next page shows a simplified view of a sourcing organization. In it, you can see how the needs of user roles vary across a sourcing organization:

BravoSolution Change Management Services focuses on understanding the goalsof our customer organizations and then works side by side with them to help them achieve those goals.

Change Management Services Overview

Contact Us 217 N. Jefferson St., Suite 400, Chicago, IL 60661 T: +1 312-373-3100 [email protected] www.bravosolution.com

Notice how this exercise calls out how different people in the same organization can have completely different views and goals for the same e-sourcing project. When we add in additional dimensions, such as multiple business units, multiple cultures, external parties and extended stakeholders, the requirement roadmap becomes more complex. Yet with the ADKAR structure, we can document and understand it.

Once we understand the requirements, we build a change management program that meets the requirements set out in the ADKAR chart. Since this isn’t our first time doing this, BravoSolution has an advantage.

Over the last decade, we have worked with hundreds of thousands of buyers, suppliers and stakeholders, helping them to adopt new tools and processes so they can achieve their sourcing objectives. Through this experience, we’ve learned where customers are most likely to have common change requirements and where they are most likely to be unique.

Our organization is designed to meet those needs. Thus, after we use the ADKAR model to understand the requirements of the organization, we work with the customer to help understand where it makes the most sense to leverage internal resources, partners or BravoSolution resources to support the program.

The chart on the next page shows examples of deliverables we’ve seen deployed in the past to meet the requirements of different parts of the ADKAR chart. The colors show how these deliverables can be grouped into related categories:

Change Management ProcessBravoSolution Adoption Services

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Simple Sourcing ADKAR Chart:

CPO

Knowledge

Desire

Awareness

Super Users CommodityManagers

Reinforcement

Ability

Sourcing Director

Understandorganizational ROI

Develop competitiveadvantage

Develop solutionbusiness case

DocumentOrg. Impact

Share organizationalsuccess and ROI

Understand businessUnit (BU) ROI

Achieve BU targets

Measure ongoingBU ROI

Monitor andGuide Team

Remove barriersto success andreward success

Understand valueto division

Drive solutionadoption

Optimize usage ofsourcing process

and tools

Support SourcingProjects

Demonstrateadoption progress

Understand value tospecific commodity

AchieveCommodity Targets

Optimize achievementof commodity targets

Effectively executeSourcing Projects

Demonstrate targetachievement

Sample Change Program:

Phase Target Audience SampleDeliverablesStep

Awareness

Sales Phase

Leadership AwarenessBuilding

Business CaseDevelopmet

BU VP

BU VP

MarketingCommunications


Business UnitSizing

BU VPBU Directors


ImplementationPhase

ProjectKick-off Key Users

Standard Kick-off DeckLeadership Boarding KitSuper User Boarding Kit

End UserAwareness End Users

End User Boarding KitsStandard Leadership

Communications

SystemConfiguration Key Users Consulting Support

End UserTraining

Key UsersEnd Users

TransitionSupport Key Users Hand off Form

BravoSolution Teams & the ADKAR Grid:

CPO

Knowledge

Desire

Awareness


Reinforcement

Ability

Sourcing Director

Marketing Communications

Program PresentationsLeadership Boarding Kit Commodity Manager

Boarding Kit

ROI Development Brief

Best-in-Class Sourcing Suite

Leadership Communications

Business Case

Executive Status Report

Ongoing ROIDocumentation

Adoption & SavingsReporting

Capability BriefCommunity Leader

ProgramClassroom & Onliine Training

Community Best Practice SharingCustomer Support & MOC Services

Managed Events

Certification & Rewards

Adoption Reporting Savings Reporting

Super User Boarding Kit

Classroom TrainingOnline Training

System ManualsDesk Reference

OperationalPhase

Adoption Reporting BU Director / VP / Key User Operational ReportsStanding Account Meetings

Savings Tracking BU Director / VP Opportunity PlannerStanding Account Meetings

Skill Management All UsersBlended Learning

Certification &Skill Assessment

Best Practice Sharing Key Users

Key User Support End Users

Community ForumsFAQs

System TemplatesLunch & Learns

BENBravoSolution

Education Network


Communications & Measurement: Awareness building and group motivation are frequently the best fit for those individuals with established relationships in an organization. This is most commonly done by the customer organization or a partner who was part of the original identification of the project requirements.

Education & Skill Building: For projects based upon the implementation of a tool, much of the responsibility for providing educational content lays with the tool provider. In the case of BravoSolution tools, our Education Services team offers a wide array of classroom training, online training, certification programs and train-the-trainer tools to deploy with any rollout. Many times, we work with a client or partner to localize these materials to the client environment.

Tool Delivery: Delivery of a configured, fully functional tool that supports our customer requirements is a hallmark of the BravoSolution approach.

On-going Support: A critical part of making change permanent is providing on-going support and reinforcement. This typically includes common services such as customer support and adoption reporting. Best-in-Class organizations typically implement a series of adoption and success metrics that can be used to continually monitor and improve tool usage.


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CPO

Knowledge

Desire

Awareness


Reinforcement

Ability

Sourcing Director




DocumentOrg. Impact



Achieve BU targets







and tools










Awareness

Sales Phase



BU VP

BU VP



Business UnitSizing

BU VPBU Directors


ImplementationPhase





Communications


End UserTraining

Key UsersEnd Users



CPO

Knowledge

Desire

Awareness


Reinforcement

Ability

Sourcing Director



Boarding Kit




Business Case







Managed Events






OperationalPhase









BENBravoSolution

Education Network


Example Rollout ProcessFinally, these deliverables need to be deployed in a programmatic way. In the case of a global rollout of an e-sourcing tool, each business unit might be engaged individually in a program that looks like this:

Sample Change Program:Once this process is defined, and the deliverables are either gathered or assigned to a resource for development, the project team is in a position to estimate the rollout timelines and begin the first phase.


4


CPO

Knowledge

Desire

Awareness


Reinforcement

Ability

Sourcing Director




DocumentOrg. Impact



Achieve BU targets







and tools










Awareness

Sales Phase



BU VP

BU VP



Business UnitSizing

BU VPBU Directors


ImplementationPhase





Communications


End UserTraining

Key UsersEnd Users



CPO

Knowledge

Desire

Awareness


Reinforcement

Ability

Sourcing Director



Boarding Kit




Business Case







Managed Events






OperationalPhase









BENBravoSolution

Education Network


2013 change management services

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