21_ocm strategy v6

ERP GOLDEN GATE INITIATIVE ORGANIZATIONAL CHANGE MANAGEMENT STRATEGY

Authors: Linda Buckley

Creation Date: April 2010

Last Updated:

Control Number:

Version: 1

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Document Control

Change Record

Date Author Version Change Reference

4-19-2010 Linda Buckley 15-19-2010 Michelle Russell 2

Approvers

Name Position

Michelle Russell SVP, Operations and Supply Chain, ERP Executive Sponsor

Mike Drinane Director of Product Strategy, ERP Project ManagerLinda Stephan Director, Human Resources

Distribution

Copy No. Name Location

1

234

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Contents

Document Control...........................................................................................................2

Overview.......................................................................................................................5

Executive Summary......................................................5Vision.........................................................................6Objectives & Benefits....................................................7Guiding Principles.........................................................8Scope.........................................................................9

Approach.....................................................................................................................10

Critical Success Factors..............................................10Project Interdependencies............................................11

Key Organizational Change Management Components.......................................................12

Leadership Alignment and Engagement.........................13Communication..........................................................13Stakeholder Mobilization..............................................16Role and Organizational Design....................................18Site / Department Readiness........................................20

Training Strategy...........................................................................................................22

Training Overview.......................................................22Training Principles......................................................24Critical Success Factors..............................................25Methodology..............................................................25Approach...................................................................28Assumptions..............................................................29High-Level Curriculum Design......................................29Risks and Mitigations..................................................30Training Facilities........................................................30High-Level Training Project Timeline..............................30Roles and Responsibilities for Training...........................30Training Team Interaction............................................32Target Audience: Role Mapping...................................32Training Course Methodology.......................................33Training Documentation...............................................33Updating Training Documentation.................................33Post Go-Live Training:.................................................34Development Tools.....................................................34

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Evaluation Methods and Tools......................................34

OCM Framework...........................................................................................................35

Workplan...................................................................35Tools & Templates......................................................36Instructions & Techniques............................................36Deliverables...............................................................36Measures & Scorecard................................................36

Conclusion...................................................................................................................38

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OverviewAn Organizational Change Management (OCM) Strategy is a proactive, long-term approach designed to achieve a future-state vision and is used as guidance for a transformation initiative. It describes what will be done and why to address the “people needs” associated with process and technology changes.

The OCM Strategy includes:

o Vision o Objectiveso Guiding Principleso Scope o Approacho Key Organizational Change Management Componentso OCM Framework

This document will provide a high-level OCM overview and will describe the integration of the OCM work within the larger project of the ERP Golden Gate Initiative. In addition, there is a corresponding document that further defines the Training Strategy. Plans to execute these strategies will also be developed in separate deliverables and work plans.

The OCM strategy itself will be used for continued guidance throughout the ERP Golden Gate Initiative and will not shift in concept or vision. The flexibility lies within the execution of this strategy; the strategy itself provides a foundation for steady, clear direction throughout the transformation.

Executive Summary

The Organizational Change Management Strategy defines the change management approach to be adopted by the ERP Golden Gate Initiative. The OCM strategy:

o Defines the objectives to be met o Identifies and describes the key components of organizational change management to be

used during the projecto Suggests risks and critical success factors to be taken into account at the onset of the

initiativeo Describes how organizational change management activities are integrated with other

project management activities

Success of the project is based on recognizing the critical importance of OCM on large-scale change projects. The approach to be taken fully integrates OCM with systems and process implementation activities which is critical to project success and benefits realization. A few important principles that will guide our approach are as follows:

o Business transformation is, by its nature, disruptive. The change process has the potential to impact all areas of the enterprise, and as such has a significant impact on productivity during the transition phase. This needs to be proactively and carefully managed.

o The purpose of an OCM framework is to achieve higher quality and faster business benefits delivery and sustained transformational change through a systematic approach that engages Lawson Products’ leaders and team members.

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o Organizational change management is a systematic, methodical approach to managing business transformation that addresses and aligns what needs to change and how to implement the change most effectively.

o Organizational change management cannot be viewed purely from a functional perspective. The success of the change program relies on the ability of the leaders to understand that the change has enterprise impact.

o Organizational change management is not a separate stream of work within the project, but rather consists of various activities that are tightly integrated with the system and process implementation.

o Change implementation represents multiple steps on the journey and is not the final destination. The OCM track will help our stakeholders mitigate downside performance, transition to equilibrium, and reach higher performance and benefits through a carefully managed, integrated approach to change.

o OCM is a disciplined approach to plan and manage the human response to any change. The methods to be used will strike a balance between compliance and commitment.

Vision

Lawson Products MRO Business has a vision to be the leader in maintenance and repair solutions, delivering value to customers through their people, products/solutions and services. That vision is something all Lawson team members share, whether they work in sales, distribution centers, or headquarters. This vision paints a picture of what Lawson Products aspires to be and how it will distinguish itself in the marketplace.

The ERP Golden Gate Initiative is one of three key strategic initiatives that will transform the MRO business and enable the business to achieve its vision. For all departments the ERP Golden Gate Initiative touches, the vision is a sustaining force that will focus the drive for change. By improving systems, processes, data and enhancing the business skills of our people, Lawson will be able to improve organizational productivity, effectively manage operating costs and improve the customer experience. ERP, in turn will enable Lawson to realize the full benefits of the two other key strategic initiatives – Network Optimization and Sales Transformation. As such, ERP is an integral part of enabling the overall vision.

Vision statements are used to clarify the general direction of change, motivate people to take action in the right direction and coordinate the actions of many people. The business vision was created by leadership to clearly and simply communicate statements about Lawson Products’ future - a description of the future we intend to achieve at the end of our transformational journey.

As already indicated the strategy for achieving this vision is 3-pronged, with ERP as a key enabler to realizing the full benefits from the other two initiatives, Sales Transformation and Network Optimization

For ERP, the following strategy and approach were decided upon:

The ERP solution core capabilities will include order management, warehousing and distribution, supply management, order management, sales planning and agent administration, pricing, product management, and marketing. Enhanced solutions will better enable these most critical front line functions to provide better value to Lawson Products customers while reducing cost and improving margins.

The back office supporting capabilities include Finance and HR that will enhance decision support and increase productivity and reduce costs.

The enabling infrastructure includes enterprise information management and reporting tools that will provide better information governance and delivery, as well as modern

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application integration tools and portal technologies. Together these will provide the foundations that will allow Lawson Products to run the business more efficiently on a day-to-day basis and drive profitable growth for the future.

This strategy also describes a fundamental shift in Lawson Products’ IT philosophies and approaches. Lawson Products is committed to adapting best practice processes within the wholesale distribution industry, enabled by the ERP solution with minimal customization.

This strategy provides the logic for how transformation of the business through ERP will be achieved.

The MRO Business Vision, the key strategic initiatives for transforming the business and achieving the vision, and the strategy and approach for the Enterprise Resource Planning initiative will be messages that will be incorporated into the ERP Golden Gate Initiative Communication Strategy and Plan.

Objectives & Benefits

The ERP initiative is the foundation for Lawson’s future operating model. Providing a framework for best business practices and a single source of visible data, ERP will be critical for future profitable growth of the company. ERP will support reduced spending in IT over time, improved associate productivity across the organization and improve decision making through standardized business processes and real time access to centralized data.

ERP Golden Gate Initiative Benefits:o Enhance the customer experience o Improve associate productivity o Reduce operating expenses o Improve working capital utilizationo Simplify and standardize processes for Lawson Products associates and customerso Enable profitable growth of the business. o Realize the full benefits of two other key strategic initiatives – Network Optimization and

Sales Transformation

The ERP Golden Gate OCM objective is to inform, motivate, and prepare team members for change to reduce people/organization risks associated with business transformation.

People/Organization Risks

The OCM track is critical to the overall success of the project and mitigates the following risks:

Risk 1: No clear direction and/or transformation strategy. This normally means that the vision for change is not clearly understood or shared by the entire Lawson Products’ audience, and that there is no compelling business case for change. This could also mean that momentum for change is not achieved or maintained due to poor leadership.

Risk 2: People are unwilling to adopt the change. Resistance to change is often the main “hidden” cause for program failures. This normally manifests itself through lack of engagement from the key stakeholders and lack of trust by the larger business communities (e.g. “We’ve seen it all before”; “It’s never going to happen”).

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Risk 3: People lack the competencies to make the change. Often businesses lack the internal skills to implement major change. Given that change is today a constant element of business life, hiring consultants isn’t enough to transform the organization successfully; acquiring the required skills is necessary to sustain the desired changes and continually adapt in the long term.

Risk 4: Organizational barriers to change. Changes to parts of the business are often not reflected in changes to the job roles, organization and governance structures, which remain unaligned to the new vision and strategy.

Risk 5: Lawson Products human resources support strategy does not support the change. Performance management and reward systems are often inappropriate to sustain the desired performance culture and behaviors, so the change is not fully implemented and has no long-term sustainability.

Risk 6: Organization’s Capacity for Change: Challenge is 55 years of the way Lawson has done business. Failure to implement strong business sponsorship and a business change network along with a structured Organizational Change Management methodology and tools.

Guiding Principles

There are three primary guiding principles of OCM that the ERP Golden Gate OCM team will use to guide the work to be completed. They are:

Change Management is a process, not a function.

Communication, organization alignment, role design and identification of impacts are embedded within the process of change and are things that all team members are involved in as a natural aspect of their work. The Organizational Change Management track of the ERP Golden Gate Initiative will help coordinate and orchestrate these areas and facilitate the identification and mitigation of issues throughout the project lifecycle.

The business must own the solution.

“Ownership” includes both ownership of the project’s solution and ownership of its successful implementation from a Site /Department Readiness perspective. The OCM team will manage their efforts so they are seen by the business as a service provider and business enabler (partner with them and provide tools, templates, and consulting but not “do it for them” or “do it to them.”)

Success is based on Outcomes . . . not simply “Deliverables.”

To be successful, the OCM team will focus efforts on helping the business identify issues, understand impacts, and provide approaches to address issues before they become unmanageable. Sometimes an approach won’t work, so the team will need to suggest a different approach . . . with the only acceptable outcome being a successful implementation.

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Scope

The ERP Golden Gate OCM scope includes the following key constituents: ERP Golden Gate project team, extended project team, the individual departments affected, the entire Lawson Products enterprise, customer and vendors. For each OCM component, the team will tailor the work to address the specific needs of each of these constituents.

The OCM scope of work for the ERP Golden Gate Initiative is to develop strategies and frameworks to execute on each OCM component. As the OCM strategy, methodology and framework are designed to support the ERP Golden Gate Initiative, they also create an internal change capability for Lawson Products. As part of the project, the OCM team will tailor the frameworks to meet the specific needs of the ERP Project and build a sustainable model that will continue to support the on-going change initiatives that Lawson Products implements.

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Approach

Critical Success Factors

The factors by which we will measure our success are described below:

Shared vision and strategy. It is important to ensure that everyone involved in the change effort is moving in the same direction – a clearly articulated agenda for change needs to exist across the whole of the organization. The vision for the organization needs to be communicated clearly. This should focus both on the benefits for the entire organization and the WIIFM (What’s In It For Me) for employees affected by the change.

Leaders engaged and aligned. Leaders at all levels within the organization need to be committed to and visibly support the vision and change process through both words and action. Leaders must be seen to “walk the talk.” Leaders should be aligned around the change agenda as well as ensuring a consistent message and demonstrated commitment. It is also important for the leadership team to have a clear understanding of their accountabilities and responsibilities for the implementation of the change program, and for the right people to be actively involved, informed and consulted in the development of the solutions.

Stakeholders prepared and mobilized. The change process will involve the relevant stakeholders at the right time to ensure commitment and convergence towards the required solution. Creating the burning platform for change across all the key stakeholder groups is central to success. A stakeholder assessment will be utilized to identify stakeholders, monitor the “progress” towards a positive perception and develop strategies to manage any issues or risks. Communication plans will also target specific stakeholder groups and will include messages to support the overall project. In-person stakeholder meetings led by team members and management will be utilized as experience confirms that face-to-face communication from a person known to an individual is the most effective way of generating understanding in a high-change environment.

High-performing project team. The OCM objective of working as a joint team ensures that there is a “transfer of knowledge” from Capgemini to Lawson Products ERP Golden Gate Project Team, resulting in ongoing capability in the organization for sustaining change and managing future changes. The technology, people and process activities are integrated across the ERP Golden Gate Initiative, and the OCM team uses a program management infrastructure to prioritize activities and resources throughout. All milestones are integrated within the project and aligned with any other initiatives taking place within Lawson Products. The OCM team will involve the entire ERP Golden Gate team in delivering change as it is not the role of the OCM team alone. We will work alongside the enterprise to ensure there is ownership of the solutions.

Upgraded skills and competencies. At the heart of the change methodology we have adopted is the sustainability of change within the organization. The OCM team can work to help fill gaps within the Lawson Products’ capability from the outset. Sustainable change and benefits delivery should combine skills, behavioral and process training so that we do not attempt to force new structures into old processes.

Organization design. A key part of the ERP Golden Gate Initiative is reviewing how resources and capabilities should be deployed within the most appropriate organization structure. It is very important that any new structure is fully aligned to processes that support

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not only the future vision but also support the requirement of greater integration across Lawson Products. The OCM team will help to identify such processes in the building and re-designing of the new job roles and any organization design changes, leading to faster and more successful implementation.

“People processes” updated. A significant obstacle to sustainable and successful implementation of the change vision is the lack of alignment in the reward and recognition systems and the underlying performance management framework that supports them. Aligning these systems to reflect the desired set of values and behaviors in the new organization is essential to successful and long-lasting change.

Culture and behavior gaps addressed. Culture change must be addressed as an integral part of a change management program. The objective is to align culture and behaviors to deliver the vision. Culture means different things to different people, but is most simply ‘The way we do things around here.’ There are four key levers that drive corporate culture:

o Symbols: Items which trigger a sense of belonging or purpose, and which can be used to imply underlying organization principles

o Behavior: The way in which employees are treated and treat others, and their attitude to their roles and to the wider organization

o Reward and measurement: The benefits received for performing as needed including both tangible and intangible and how they are allocated

o Business context: How an employee’s role relates to a wider perspective within the organization

By pro-actively managing these critical success factors of implementation, failure is greatly reduced.

The OCM Team is committed to abide by the management of these Critical Success Factors throughout all phases of the project.

Project Interdependencies

The ERP Golden Gate Initiative’s governance and meeting structure will be used to manage the project roadmap.

Roadmap management topics include existing or planned enterprise strategies that have project interdependencies. Including:

o Collision Management: Projects currently underway that could impact our rollout strategy or require new functionality.

o Legacy Application Issues: Any legacy technology that will not support interim timeframe before SAP enablement

o SAP Portfolio Opportunities: SAP future technology plans that could impact or be leveraged by Lawson Products

o Enterprise Portfolio Opportunities: Future technology plans that could leverage SAP or SAP partner products

All project tracks, including the OCM track, will maintain visibility to roadmap management topics. These interdependencies and strategies must be managed from a project management and change management perspective as they may have significant impact on the enterprise.

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Key Organizational Change Management ComponentsPreviously, this document outlined the broad approach to Organizational Change Management for the ERP Golden Gate Initiative. The schematic below illustrates the approach at a high level, and specifically highlights the component portion on the image. The OCM Components included in the ERP Golden Gate Initiative OCM Strategy include:

o Leadership Alignmento Communicationso Stakeholder Mobilizationo Role and Organization Designo Site / Department Readinesso Training

Components are logical groupings of work that are delivered as an integrated solution approach. The purpose of bundling work in components is to efficiently organize, manage, and align the work and resources.

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Leadership Alignment and Engagement

Leadership Alignment & Engagement builds critical mass with key leaders in sharing a common vision and strategy for the project; as well as defining clearly articulated objectives, benefits and direction. Leadership Alignment results in a common strategy and emphasis at the top of the organization that provides support for change, and a clear sense of vision and direction. The key to any successful transformation starts and ends with Leadership that is aligned and engaged over the long haul. A focus is needed on developing a guiding coalition that establishes clear accountability and responsibilities for implementing the change, and set strategies for enlisting support (e.g. confirm that the right people are actively involved in developing solutions and being informed of decisions and outcomes at the right time). Additional focus is required to help key leaders understand their role in the project’s success as they champion the cause for change.

Our approach entails soliciting input from a broader group of business leaders to gauge their understanding of and commitment to the project’s vision, objectives and benefits; as well as their individual role in helping make the project a success. In addition, we uncover anticipated change management challenges and the leader’s suggestions for mitigating these challenges. Our approach includes a 30 minute to 60 minute focused interview using a structured questionnaire that guides the one-on-one interviews. The interviewees’ comments will be compiled and summarized in an Executive Alignment Report and Plan for review by the Project Manager and the Project Sponsor. The plan describes the activities, timelines, roles and responsibilities required to close any gaps in leaders’ understanding or commitment.

Communication

Communicating impacts of change and benefits to the business and team members both facilitates change and encourages stakeholder commitment. Communication provides a common understanding of the need and business drivers for the project. Furthermore, communication facilitates acceptance of the impacts associated with the solutions.

The following critical success factors will guide communication activities:

Deliver messages on a timely basis by trusted individuals (e.g., managers, not just executives);

Deliver consistent messages across the organization;

Leverage existing channels for communication when possible;

Diversify the delivery of communication through a variety or channels and vehicles to meet the needs of diverse stakeholders (e.g. emails, intranet, brochures, newsletters, town halls);

Repeat and reinforce messages over time to demonstrate that the initiative is “staying the course”;

Focus on project successes and progress to fit with the results-driven culture;

Emphasize that the Leadership group should understand and use techniques that reinforces messages;

Collect feedback opportunities to assess communication effectiveness (e.g. project email account, change agent feedback, etc);

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Implement an internal project communication process to tightly coordinate project communication;

Manage proactively the changing communication needs of stakeholders over time (different project phases and implementations).

All OCM components, including communication, are grounded to the ‘Change Curve’, which identifies the progression of milestones that organizations experience throughout a transformation or change initiative; it begins with the initial contact and ends with internalization and institutionalization. The following diagram depicts the change curve with communication attributes, general messaging, and corresponding timeline:

ThemesThemes

MessagesMessages

InformationInformation

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•Go-live •Support

•Final •Preparation

•Realization•Business•Blueprint

•Project •Preparation

A detailed Communication Plan is created that targets specific audiences or segments of employees and other stakeholders (e.g. suppliers, vendors). The Communication Plan will be evergreen, in that, as we identify supplemental communication needs the plan will be updated and refined to best meet the target audience’s needs.

The Communication Plan includes the following sections for each communication objective:

o Activity or evento Message to be deliveredo Date of deliveryo Delivery Vehicle / Media / Channelo Messenger o Key stakeholder groupo Owner of the communicationo Status

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The Communication Plan recognizes that there is a hierarchy of information needed to support the project. The key to maximizing the value of themes and messages – to creating and sustaining credibility for the project – is consistency and repetition. Enterprise, operation and individual information must not contradict each other, must be continuously repeated and reinforced. The information must be tailored, but the core concepts, intent and implications must always be the same.

Enterprise-level Themes

o Foundational themes directed to all Lawson Products’ team members who are stakeholders for the project

o Strategic or organizational in natureo Related to the overall project effort: vision, business

case, future state benefits

Operational-level Messages

o Supportive messages directed to associates by business unit, location, process or function

o Functional in nature, supporting the themes, while addressing more specific changes and impacts

o Related to the overall impact of the project on the business unit or location operations

Individual-level Information

o Specific, detailed information directed at individual associates or small groups

o Tactical or transitional in natureo Related to the impact and implications of the project or individual

EnterpriseLevel

OperationLevel

IndividualLevel

Start-Up Blueprint Realization ImplementationProduction

Support

As the project moves to implementation of the solution, there will be a greater focus on individual-level information. Enterprise-level themes will continue to be reinforced, but with less relative emphasis.

Critical success factors will remain high priorities in crafting individual pieces of communication. The communication approach will also strongly consider the individual path towards internalization and industrialization of project and change messaging as reflected in the Change Curve and communication will be crafted as such.

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Enterprise-level themes are strategic or organizational in nature directed to most or all project stakeholders. These messages are managed through the project’s Change Management team.

Operation-level messages are strategic and tactical in nature and are directed to employees by business function, process, or location. These messages are coordinated with project’s Change Management team and executed through the Project Leadership and the change owners and leaders.

Individual-level information is tactical or transitional in nature and directed to individuals or small groups. These messages are coordinated with change network activities and are executed at the local level through change owners and leaders.

Stakeholder Mobilization

Mobilization is a key to the success of the project, as it is instrumental to change cultural mind-sets, create buy-in, and influence behaviors necessary for the success of the project. Stakeholder Mobilization engages management in affecting change that ultimately they, their colleagues and employees will experience. Additionally, it involves and informs stakeholders so they feel part of the process of change, rather than having change done to them, and ultimately, builds critical mass and momentum necessary to accelerate change adoption.

The Commitment Continuum (refer to Commitment Continuum below) is a guide and barometer relative to mobilizing end users and practitioners along the curve to ultimately adopt the new system and business processes at go-live. As transformation occurs over time, rather than over-night, stakeholders will continue to ascend the curve long past go-live and eventually reach the stages of institutionalization and internalization. This is the point at which stakeholders view what was once referred to as “change” as now just the normal way of doing business.

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Commitment Continuum InternalizationInternalization

1 - 12 months after go-live

InstitutionalizationInstitutionalizationProject Prep Blueprint Realization Final Prep Support

Go-Live

ContactPreliminary information has been

disseminated


disseminated

AwarenessKnowledge of the change has occurred


Positive PerceptionPerceived benefits of the change are

understood


understood

UnderstandingRelationship between oneself and the

change has been drawn



AdoptionOwnership for the change has

been transferred to the business



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Commitment Continuum InternalizationInternalization

1 - 12 months after go-live

InstitutionalizationInstitutionalizationProject Prep Blueprint Realization Final Prep SupportProject Prep Blueprint Realization Final Prep SupportProject Prep Blueprint Realization Final Prep Support

Go-Live


disseminated


disseminated




understood


understood










disseminated


disseminated




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A project of this magnitude requires a number of people to be involved in order to accelerate mobilization. An Integrated Change Network (ICN) will be assembled with part-time resources embedded within the business across functional / organizational lines and vertically to include executive level management to serve in the role of Change Owner, key first-line or middle-management to serve in the role of Change Leader, and key leads or seniors to serve in the role of Super Users.

Refer below to the Integrated Change Network (ICN) conceptual model that illustrates the integration of the ICN, OCM Project Team, and Project Governing bodies.

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Refer to the table below highlighting the roles and responsibilities of the Integrated Change Network (ICN).

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The ICN Network will be on-boarded and oriented as to their roles, responsibilities, workplan activities and timelines. Subsequently, the OCM team will provide the necessary tools and resources to support the Change Leaders in the execution of change adoption and ownership activities. Regularly scheduled meetings, conference calls, webcasts, etc. will be utilized as a means to push and pull change-specific communications.

In working closely with the Integrated Change Network, the OCM team identifies and documents the various stakeholder groups impacted by the SAP implementation and conducts a stakeholder analysis. The Stakeholder Analysis segments the stakeholder groups relative to their role or influence in the change initiative.

The OCM approach also includes an assessment of the readiness for change. We propose a minimum of two assessments. The first Change Readiness Assessment is conducted early on in the project to establish a baseline—where stakeholders are today relative to understanding the change. The results of this assessment are a key input to planning communications, education, and OCM activities. A second Change Readiness Assessment will be conducted prior to go-live to measure where stakeholders are relative to the baseline and where they need to be at go-live. The results of this second assessment help to determine if additional communications, education, and OCM tactics are required to meet specific stakeholder needs.

Change Readiness Assessments will be facilitated at Lawson by means of a survey tool (i.e. survey monkey).

The OCM approach also entails rolling out “townhalls”, large group communication events for the purpose of educating stakeholders on such topics as the project direction, vision, and objectives; what’s changing, what is SAP and what functionality will be delivered, new roles, etc. Educating and informing stakeholders enables them to mobilize in a positive direction and adopt the changes. These communication events will be joint effort between the project leadership and the Change Owners and Change Leaders in leading and delivering the key messages during the townhalls.

Role and Organizational Design

Role and Organizational Design (OD) work will have two main goals: (1) to assess the gap between current state jobs & organizational structure to future state as required by the ERP Golden Gate Initiative solution and redesign affected jobs and organizational structures as needed, map old to new and (2) to work with and recommend changes to Human Resources well in advance of implementation to allow time for assuring the right expectations, metrics and incentives are in place for a successful go-live. This is also important to address Union implications up-front.

In addition, once changes have been identified, the OCM Team will facilitate alignment between the Project Team and Human Resources with new processes, role and structural requirements. Using outputs from the analysis, facilitation may be conducted to assess and develop possible changes to:

o Performance management metrics o Job descriptionso Talent developmento Workforce management

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An engaged and empowered Change Network keeps its fingers on the pulse and accelerates change adoption and mitigates people risks

o Job grading o Teaming and organization structure

Organizational change management is most effective when the organization re-structuring is designed to support business process changes. A common problem when restructuring is a tendency of individuals to focus almost entirely on the new positions and organizational charts, not on new processes.

The ERP Golden Gate Initiative will take the approach of designing roles to support the project design, and these roles will be incorporated into jobs. The OCM team will work with impacted departments to modify any organizational structures (if required) and define individual jobs and positions that are aligned to process versus function.

In order to ensure that Lawson Products’ organization structure is appropriately aligned with the planned process (and technology) changes, both Organizational and Tactical levels will be considered during the organizational design

Description Design Approach Issues and ConcernsOrganizational Basic shape of the

organization’s operations and processes

Top down and bottom up

Internally focused. Effective, efficientorganizational operations

Tactical Process specific workflow groupings and support staff

Bottom up Team/group focused. Team effectiveness and efficiency, spans and layers, staffing

Organizational Level:

Design at this level will focus on the design of the organizational units and departments which are needed to support the new processes. The work completed at the organizational level will depend on the amount of business transformation from the current state processes to the new processes. The OCM team will work with the Functional Team during Blueprint to determine the magnitude of this change. Typically there is minimal change as a result of an SAP implementation.

Tactical Level:

The tactical level defines work groups, teams, and individual jobs and how they are linked and coordinated. Decision-making structure and performance measurement criteria are also considerations at this level. A significant amount of work will be required to align the current organizational structure at a tactical level with SAP-defined security profiles mapped to roles and responsibilities. ERP Golden Gate Initiative’s focus will be on a structure which will be sufficient to allow the process and system changes required. Work on roles and responsibilities may need to continue to consolidate the process changes already made and then to take into account potential changes.

It is expected that role design will constitute the majority of organizational changes required by the project. Role design synthesizes the environment in which people work (organization structure), the new tasks/activities they will execute (process and technology) and the expectations for performance (metrics). It is during the blueprinting design workshops that all of these elements are brought together. Role design (and later job design) is managed and coordinated by change resources, but it is executed in conjunction with the project’s functional teams and other OCM members (e.g. Human Resources and ICN members).

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Job design is completed after process designs are completed and roles are designed. It is completed only for those jobs that are impacted by process or system changes, and only for those activities/responsibilities that are required to change.

New processes and systems change the duration it takes to complete tasks, as such jobs that are impacted need to be rebalanced in order to help ensure that they make up a full-time equivalent. Newly envisioned roles may change traditional jobs in order to achieve efficiencies or enable new processes and systems.

The OD work provides a method for supporting the organizational elements of change necessary to achieve the project objectives. This work stream is designed to be actionable and results oriented. Major changes in organizational structure are not anticipated, but policy and process changes defined will likely require changes in roles, responsibilities, accountabilities and performance assessment criteria for many stakeholders. These changes will be identified, designed and implemented within the OD component.

Site / Department Readiness

Site / Department Readiness prepare local sites / departments and end users for successful use of the new system. This includes technical and educational preparation, as well as change readiness in each organization and location. Site / Department Readiness focuses on Change Management activities that increase the likelihood of a successful go-live. The desired end result of Site / Department Readiness is to have fostered:

Ability to perform all necessary transactions and maintenance activities

Local system and process expertise

Local ownership of the system and processes

Self-sufficiency of personnel in the local organizations when using the system

The OCM approach entails rolling out a Site / Department Readiness Dashboard to the Integrated Change Network to capture the relative readiness associated with such factors as communications, training, data clean-up, cutover and conversion, role mapping, etc. Refer to the example below. The Site / Department Readiness Dashboard are shared at the Steering Committee meetings to achieve a cross-functional / organizational view. Action plans / risk mitigation plans are developed in collaboration with the ICN and OCM team.

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Support PlanningPlans to include site support during and

immediately after go-live; as well as longer term post production

support

Leadership Alignment

Involvement and demonstrated

commitment by local leadership

Cutover & Conversion

Localized systems and data that are required for

implementation, including data clean-up

Communications Execution of localized communication plan

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Local infrastructure and set-up of the software

Role MappingIdentifying and validating

the assignment of personnel to specific

system security access and training

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Approvals Applies timely key

operational / process business decisions and the final go / no-go decision

End User TrainingInvolvement of the

business in the training delivery process, including FIT, plus the attendance

rate for training

Site Readiness Dashboard - Sample



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A detailed go-live checklist will be created by the OCM team, in collaboration with other project team and project leadership so as to provide a comprehensive list to the ICN in preparing for go-live.

The OCM Site / Department Readiness approach also entails developing a site / department support plan; that is, a document that defines the activities, timing, infrastructure, and resources required to support end users at and immediately after go-live. Generally, end users encounter some problems at go-live, typically ranging from user training error to security authorizations to configuration or network complications. Nonetheless, a site / department support plan should address who end users should contact, how users should escalate issues and who will provide the proper support.

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Training Strategy

During the project implementation, training must play a critical role to transfer knowledge effectively so that the staff can make the transition to the new functionality and processes. This section contains the understanding of the needs, and critical success factors, assumptions, and a recommended training approach. This information is based upon training best practices as well as a preliminary assessment of the training environment and culture, job impacts, and projected training timelines. Training curriculums, and lessons learned from previous SAP engagements have influenced this plan. This document must be viewed as work in process and will be updated as more information is available and timelines are updated.

Training Overview

Training enables the effective and efficient transfer of related system and business process knowledge and creates a high degree of end user confidence and competence so that business transactions are properly executed prior to dual maintenance periods and during and after implementation.

To achieve effective training we use a just-in-time strategy to match the timing of training to when the new skills and competencies will be used and practiced. There is a variety of training delivery methods that can be used to fit the training needs and capabilities of the individuals being trained. These methods may include computer or web-based eLearning, on-site classroom training, facilitated workshops, or one-on-one training and coaching.

Functional Project Team Training

The functional project team members require SAP training on basic concepts and navigation. It’s common for such requirements to be met by eLearning classes or sending functional team members to formal instructor-led SAP training classes offered directly by SAP. In the Project Preparation phase, an Internal Team Training Plan was developed and implemented. Training courses were taken by the process and functional leads utilizing eLearning courses which covered SAP navigation, ERP, and basic process overview.

In addition to this, the process/functional project team members will learn and/or reinforce their formal instructor led training as part of the knowledge transfer process. This type of learning does not typically happen at a specific time; it is a continuous process that evolves throughout the project life cycle. Resources’ participation in development activities and reviews of deliverables and work products accelerates the knowledge transfer process. Strong knowledge coordination and active participation are critical to an expeditious and efficient transfer of knowledge.

Train-the-Trainer

There will be designated Super Users from the business who will be trained and who will serve as trainers for the end users. This approach inherently brings credibility; in that, the end users are learning from one of their own, a subject matter expert in SAP as well as the business process. This approach builds capability and capacity for delivering training

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to a widely dispersed end user population; as well as sustaining user performance and competence beyond go-live.

Train-the-trainer training therefore is intended to prepare the Super User trainers on the basic concepts of training as well as SAP transactions at a detailed level so that they are competent and ready to deliver end user training. The training is also meant to pilot the training material before it is rolled out to mass end users during end user training. Capgemini and Lawson Functional Team members will guide and support the SAP learning; while it’s expected that the Super User trainers are knowledge experts in the business process. The OCM team will provide “soft skill” training; that is, learning how to be a trainer and facilitator.

End User Training

Our end user training approach recognizes that effective and timely training is critical to the success of the overall implementation. The approach focuses on performance, recognizing the fact that different audiences have differing training needs, and provides training tailored to those needs. End user training will be from more than a “how-to-use-the-system” perspective. End users need a combination of SAP overview, business process and role-based training. Therefore, the training focus will be on the following areas.

Provide training based on role-based performance needs

Utilize real work transactions, processes and procedures

Use a variety of training vehicles

A just-in-time role-based training plan will be developed consisting of specific training modules related to the discrete elements of the future role, and that the training modules are delivered as close to go-live dates for specific roles as possible.

Curriculum / courseware design is completed following the clarification of role definitions.

The detailed curriculum should include:

Lawson Products’ overall goals and strategies

The benefits of the ERP Golden Gate Initiative in supporting this vision

Processes and procedures

Roles and responsibilities

Enabling technologies

Hands-on practice sessions

Review questions

Evaluations

The immediate focus is on a “roll-out” curriculum. The aim of the roll-out curriculum is to facilitate the migration from existing job functions to new roles. An example would be to support the migration in process, procedure and technology of an accountant, rather than teach accounting expertise from a zero knowledge baseline.

The education and training material should be stored online for ease of on-going support and maintenance.

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The following represents a high level summary of the process training that End Users will receive. Note: These areas will be broken down into various training courses during the Realization Phase.

Executive Overview SAP Navigation Warehousing Quote To Cash Finance Procure to Pay Sales Marketing and Operations Planning (SMOP) HR (Agent and Employee Administration)

Training Principles

The following overall training principles will be followed when possible:

Where appropriate, identify “Subject Matter Experts (SMEs)” who will gain a deeper understanding of the new systems and processes through project-related activities such as participation in design sessions and testing. Utilize a subset of these SMEs to be trainers (Super Users) who are viewed as leaders within their departments and who will be able to most effectively deliver training. These Super Users can also help support the implementation post go live.

Leverage as much previously-created material as possible (e.g., build off deliverables that were already created by the project teams, such as business processes/user procedures, test scripts, etc.).

Build in the appropriate amounts of background and overall process information in order to help establish context.

Deliver training that is role-based. As much as possible, end-users will be instructed on what they need to know in an effort to (i) not overwhelm students with information that doesn’t apply to them, and (ii) limit the total number of unnecessary classroom hours.

Include the appropriate mix of training material focused at the following levels:

Program Level: Program background, scope, guiding principles, etc.

Process Level: Process flows, inter-dependencies, etc.

Transactional Level: Mechanics of performing specific system transactions

Employ classroom style training as much as possible. However, consider alternative training methods when appropriate (e.g. webcasts, etc due to exceptionally small or large training audiences, geographically diverse student population, simple -- versus complex -- training content, etc.)

Make classroom training highly interactive and “hands on” through the use of classroom exercises in order to keep classes engaging and to gauge student comprehension which will also reinforce learning.

Only to the extent necessary, provide one-on-one hands-on training to specific individuals.

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To the extent possible, use consistent, standard materials to train different user groups on a single topic. Only customize materials for different departments if it is absolutely necessary.

Critical Success Factors

Addressing the following critical success factors will provide End Users with the knowledge and skills necessary to perform the functionality within the new environment:

Ensure business process, job roles, and organization changes, are communicated often, early, and prior to End User Training

Provide effective maintenance of training materials; develop an adequate solution that is easily maintainable and reduces on-going training support costs

Provide course materials for End Users that will serve as learning/reference tools beyond classroom training

Select a representative set of End Users / Super Users to act as Subject Matter Experts (SMEs) in their functional areas of responsibility. Super Users will be part of the train-the-trainer program, build training materials; serve as local functional experts; deliver training; and provide ongoing post go live support to End Users.

Ensure adequate training database environment consisting of local on-site servers are provided for demonstration and hands-on training in the classroom

Ensure adequate training facilities are available and equipment is tested, in sound working order, and configured with appropriate software before training occurs

Schedule a maximum of 10-12 End Users per training session. If more than 12 End Users are in a training session, schedule an additional instructor to provide assistance.

Ensure that End Users attend the training that has been scheduled for them; provide makeup sessions to accommodate emergencies.

Methodology

The recommended methodology is to develop process-driven, role-based End User Training. The process steps include:

1. Develop Training Plan Review scope, processes, and procedures Identify audience Inventory training facilities Identify roles

2. Design Curriculum Review process documents and interview Functional Leads Produce curriculum plan Create course designs Validate curriculum and course design plans with Functional Leads

3. Develop Prototype Materials Develop prototype of training materials that will provide standard framework

4. Develop Training Materials

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Development of training materials will derive post role mapping During the development phase, there will be an interactive review process between

developers and process teams to ensure validation of training materials. Training materials will be forwarded to the process teams with an expected turn-around time.

5. Train the Trainer and Pilot class Trainers will receive Train-The-Trainer training that will include presentation skills,

effective teaching techniques, and principles of adult learning. Prior to their first class, trainers will do a pilot training class.

6. Deliver Training7. Evaluate Program

OCM will provide instructors with questionnaires for students to complete before leaving the classroom

8. Transition to Training Center of Excellence (COE) for maintenance of training material and post go-live training of new hires or employees who transfer to a new role.

This methodology and the relationship between steps are illustrated in the following graphic:

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• Determine curriculum content• Identify sub-processes/ tasks/

attributes for job / roles• Determine course-specific

delivery methods• Determine standards, prototypes,

and templates • Role mapping to training course• Identify number of trainees• Identify number of

facilities/equipment• Determine schedule/locations• Identify trainers (numbers, skills,

attributes)• Design infrastructure• Determine performance

measures• Develop evaluation tools

• Determine prototype • Gather data/materials• Develop documentation

standard• Develop electronic templates• Develop participant and

instructor training materials

• Collect source material

• Produce materials• Conduct reviews

– Quality– Editorial– Technical

• Incorporate changes• Create training data

and exercises• Populate training

database

• Inform management of class schedule and attendees

• Invite End-Users to training classes

• Deliver instruction• Track training

attendance

• Trainer evaluate trainee performance

• End-User evaluates trainer performance

• Provide feedback on course

• Revise program if necessary

• Maintain training database

• Expand and update training materials

• Train new end-users

Develop andDevelop and DeliverDeliver

Train theTrain the TrainerTrainer

End-UserEnd-UserTrainingTraining

EvaluateEvaluate ProgramProgram

Provide Provide On-goingOn-going

SupportSupport

DevelopDevelopTrainingTraining

PlanPlan

DesignDesign CurriculumCurriculum

DevelopDevelop PrototypePrototype MaterialsMaterials

DevelopDevelop TrainingTraining MaterialsMaterials

• Test content• Refine content• Confirm facility• Conduct train-

the-trainer • Refine training

course as necessary

• Analyze audience

• Identify processes

• Assess infrastructure

• Determine training approach

• Evaluate delivery method options

Approach

Evaluate and select the ‘best practices’ for training development and delivery. Best practices include:

On a date to be determined, the training plan will be presented and shared with PMO and Team Leads.

SMEs will get a deep understanding of the new system during the testing phase. The Super User SMEs will build the training material during this phase using RWD Info Pak.

Prior to delivery of the training, SMEs will be used to test the training system and materials and obtain feedback.

Training materials will include: 1) Job Aids, 2) Training Manual 3) Classroom Power Point presentation, and 4) Training Exercises.

The approach for training will be instructor-led training courses whenever possible. There will be an emphasis on demonstrations and hands-on exercises. This will ensure the highest level of interactivity, which in turn ensures the highest degree of End User proficiency on the new system.

All user feedback will be captured and considered in discussing any final changes required to training materials prior to the beginning of training.

Training will include concepts and terminology, business processes, and workflows, and demonstrations of system step-by-step procedures. Prior to working in the live production system, End Users will log on to a sandbox client and receive navigation training.

A series of exercises will be provided throughout the training session to demonstrate that participants can use the system.

All training materials will be approved by the Process / Functional Team Leads.

Training will be delivered by the Super User SMEs for corporate learning

End Users will be trained just prior to go live.

A desirable objective will be to build towards on-line training and help, including hot links to other procedural documentation and reference materials. (Center of Excellence (COE) Library)

The training strategy will ensure all business entities are trained with minimal impact to the business

For Field Sales Agents training, initial feedback from the Sales Leadership group is to train the Regional Sales Managers (RSDs) with the District Sales Managers (DSMs) early in the training process so they understand the system in advance of the Field Sales

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Agents. A possible approach is to then use the DSMs along with the Computer Education Team to implement training with the Field Sales Agents. As the Field Sales Agent group is located in diverse locations across the country, a determination will need to be made whether training is to be held in-classroom and/or via webcast. This approach will be reviewed early in the Realization phase of the project to ensure the most effective learning strategy.

Assumptions

Following are the basic assumptions that will drive how we approach and accomplish training. OCM and the Process / Functional Team Leads will monitor the progress of training and adjust the work effort accordingly if any of these assumptions change.

End User Training will begin with Project Overview course(s)

Reporting will be covered in each functional area

Training materials will be based on the roles and business processes

Super User SMEs will be trained in RWD Info Pak prior to developing the training materials

If there are End Users who are not computer / Windows-literate before attending training, Lawson products will be responsible for providing basic training prior to SAP training.

If End User requires specific competency based training, Lawson will provide this prior to SAP training as necessary.

All End Users will have access to the training materials available through a shared drive or intranet site as well as the hard copy materials received in classes.

The Communications / OCM Team will handle general training communications.

The Training Team will plan logistics and schedule training.

The Project Technical Infrastructure Team will handle training instance/database issues and maintenance

Functional Leads will assist the Super Users in developing, reviewing, approving and testing all training materials

High-Level Curriculum Design

The Project Team’s Training curriculum design is role-based to ensure that End Users understand how to perform the functions associated with their jobs. The curriculum is designed to train the user population on the overall processes associated with a function and then focus on specific job roles. This methodology of training implements a “need-to know” approach that allows users to learn exactly what they need to know to perform their job and its relation to the overall processes which the job supports both upstream and down.

There will be an Executive Overview for Lawson’s senior leaders All End Users will receive basic SAP Navigation

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Once End Users have gone through the SAP Navigation they will attend role-based training. Individual End User role-based training modules are based on the role mapping process

Each course will consist of one or more modules; roles may be grouped together in a course

Risks and Mitigations

Identified risks will be tracked via the Risk Management tool along with other project risks.

Training Facilities

All training facilities will be identified, equipped, and set up for Project Pilot training in accordance with the project plan.

Scheduling of training for Pilot End Users and the remainder of End Users will be in accordance with the project plan.

High-Level Training Project Timeline

[Insert timeline once project plan has been determined]

Roles and Responsibilities for Training

OCM Leads

Oversees the training process Oversees the training delivery

Communication Leads Plan and coordinate communication vehicles and distribution for information on

training Communication to Change Owner / Change Lead on training schedule, curriculum

and logistics Communication to End Users on training courses expected to take and logistics.

Training Leads

Training and Education Needs Assessment Assists with training / education plan, design, development, and delivery Coordinates the development of training material including End-User Manuals and

Classroom PowerPoint presentations Plans and coordinates training and education of the developers on RWDs uPerform

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Conducts train-the-trainer sessions Build and manage course roster and training schedule Plan training logistics. Manages attendance reports and course evaluation

responses. Plan and manage training material infrastructure

Functional Leads Providing system and business process support to Super Users Provide quality assurance review at various stages of training development Provide final approval of training material

Super Users Develop all training materials according to standards Interact with other cross-functional teams for input for training materials. Test training materials with Functional Leads / SMEs and revise accordingly Ensure all data that is necessary in the training client is tested and ready for

training Obtain review, feedback, and sign-off for all training materials Report status and issues to OCM and Training Manager regularly Train end users on processes and systems Administer and collect Training Evaluations

Technical Infrastructure Set up any upgrades necessary and install new software Establish and test training instance according to the Training Strategy Establish and test training refresh plan; execute and/or monitor the daily and/or

weekly refresh calendar Provide IT resources for training room setup and support Provide IT support once training starts (specifically for trainers conducting training,

but not limited to only trainers) Monitor the performance of logons and passwords, equipment, networks, Data

Bases etc. during the End User training. On-going support/helpdesk

Super User Roles and Responsibilities

The following chart represents the roles and responsibilities that the Super User team will perform in End User training:

Instructor Roles

Organize classroom materials

Ensure equipment is functional and ready

Begin class with objectives and agenda for the class/day

Present the conceptual information to participants

Provide system demonstrations

Support participants during exercises by walking around the classroom and answering questions

Monitor participants’ progress and provide extra support for those who need it

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Present review sessions when appropriate, i.e. at the end of a session

Ensure class is delivered within allotted time by keeping the flow on track by adhering to the class objectives, keeping a parking lot, and managing difficult situations and/or people

Ensure evaluations/tests are distributed, completed, and gathered before participants exit the classroom

Leave the classroom ready for another classDebrief with Training Lead to improve for next workshop

Training Team Interaction

The Training Team must work cohesively and efficiently with the other teams to achieve quality End User Training within the allowed timeframe. In order for training to be successful, this must be a collaborative effort.

Target Audience: Role Mapping

The following information serves as the foundation to determine exactly what training each individual needs to perform his or her role and responsibilities in the new environment:

Step 1:

Process descriptions are gathered to map to the specific roles

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TechnicalInfrastructure

TechnicalInfrastructure

Functional Leads Functional Leads

Training TeamTraining Team

Super User Trainers

Super User Trainers

Communications TeamCommunications Team

OCM LeadsOCM Leads

End Users are identified and classified into groups according to their jobs/roles The OCM team considers factors that may impact individuals that would be affected, to

determine how their jobs and tasks would change. What in addition to SAP training must be addressed to prepare for SAP implementation? If there is additional competency based training required prior to implementation, Lawson’s Training Team will facilitate.

Step 2:

The information in Step 1 is used to do a role mapping exercise that identifies each End User and the appropriate tasks the user needs to learn to perform his/her job tasks when the project goes live.

Group specific tasks together to form training modules Map individuals to specific modules.

Training Course Methodology

The training methodology used in this approach will be the following process in accordance with the instructor roles and responsibilities.

The instructor will present the objectives and agenda of the course. The instructor will present the conceptual information and business process maps. The instructor will perform demonstrations in the system. The users will perform exercises by going through the process in the system and answering

questions to ensure their understanding of the process. Instructors will then go on to the next demonstration and the process will go back and forth

between the instructor demonstrating and the End User practicing. There will be question and answer sessions throughout the class. The Instructor will end the course with final questions and answers and will review objectives

for the day/course.

Training Documentation

The training documentation will be paper-based including an End User Manual, classroom PowerPoint slides, and training exercises. All Instructors and End Users will receive binders containing the training materials relevant to their training needs. Everyone will receive a copy of the ERP Golden Gate Initiative Overview course(s).

Updating Training Documentation

<Describe the process for updating training programs, curriculums, environments, and supporting materials. Include the process for identifying and collecting required/requested changes, how the change will be evaluated, prioritized, and incorporated into future iterations of training. Explain how revision history will be maintained and tracked or provide a reference to where it is stored.>

Post Go-Live Training:

<Describe the department or COE responsible for providing post go-live training to newly

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hired employees or employees who have transferred to a new role.>

Development Tools

The training documentation will include business processes, system instructions and exercises that will both be created using templates to ensure consistency of format and structure across processes and teams.

The ERP Golden Gate Initiative Overview will be created as a presentation in PowerPoint.

Classrooms will start with high level PowerPoint training material.

The RWD Info Pak tool will be employed to create training documentation for the End User manual.

Evaluation Methods and Tools

For the evaluation phase, the developers will develop questionnaires that will be distributed by the instructors periodically and at the end of each class for the End Users to complete and hand back to the instructor before they leave the training. There will also be an evaluation of the class and instructor to be completed at the end of the session. It needs to be determined what will be done with these questionnaires and evaluations and what other evaluation methods, if any, will be used. It also needs to be determined who will collect, store, and make any necessary changes that will result from the questionnaires.

The evaluations should disclose End User preparedness as well as improvement opportunities for the instructor.

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OCM FrameworkThe OCM Framework is the execution method used to deliver the strategy. It describes: How the strategy will be achieved; What work will be done; Who will do the work; When and in what sequence the work is to be done. The diagram below depicts the framework sections and includes: Workplan, Tools & Templates, Instructions & Techniques, Deliverables, and Measures & Scorecard.

This OCM Framework diagram is the key to the Organizational Change Management structure.

Workplan

For each phase of the program the OCM team will create a workplan using Microsoft Project and in compliance with procedures outlined by the ERP Golden Gate Initiative Project Office. The workplan will contain the following elements:

o Activity/Task – the key steps to complete an activityo Deliverables – the specific item or work product the team needs to complete. o Resources – the team member(s) assigned to complete a given activity, task or

deliverable. The resource assignments do not include event participants o Percentage Complete – Status will be completed end of each week and the workplan will

be updated and submitted to the PMOo Start Date – Begin Task, Activity, Stage and Phase o Finish Date - Complete Task, Activity, Stage and Phase o Duration – Length of time in calendar days to complete Task, Activity, Stage and Phase

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Tools & Templates

The OCM team will leverage a variety of tools and templates to complete various activities for the program. Each tool and template may also need customization based on the project objectives and support available from the project team.

Instructions & Techniques

The framework includes instructions and techniques for how to apply the solutions, tools and templates.

Deliverables

As the deliverables are developed, they are pulled into the framework for future reference and possible reuse by other project initiatives.

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OCMBranding &

Communication Strategy

OCMBranding &


Change Communication Tactical Plan

Change Communication Tactical PlanChange Communication

Theme-based Message Map

Change Communication Theme-based Message Map

Project Specific Communication

Materials, Collateral, Copy



Communication Effectiveness

Monitoring Surveys


Monitoring Surveys

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OCMBranding &


OCMBranding &


Change Communication Tactical Plan

Change Communication Tactical PlanChange Communication

Theme-based Message Map

Change Communication Theme-based Message Map






Monitoring Surveys


Monitoring Surveys

Measures & Scorecard

Checkpoints for a good measurement system: This technique is used at any point in the project to assure that there is an adequate system in place to measure progress. For each OCM component, the team will ensure that there are clear deliverables identified and that individual accountabilities are assigned. There are five check points that will be used for the measurement system of the OCM Team:

o Checkpoint 1 –All team members know and agree upon the objectives of the project and the role of the OCM Team

o Checkpoint 2 – Milestones and deliverables for each key OCM component are defined; check for alignment with other internal goals and external issues

o Checkpoint 3 – Assign individual or team accountability for deliverables and milestoneso Checkpoint 4 – Identify existing measures that will generate data to track progress; agree

upon baseline where applicableo Checkpoint 5 – Identify any new measures that will need to be put in place to capture

other critical data

When the measurement system is set up and functioning, stakeholders are regularly updated with one page reports.

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The measurement plan will help monitor progress of the OCM Track in a timely and accurate manner.

The purpose of Organizational Change Management is to ensure as smooth as possible an implementation of ERP Golden Gate Initiative. The success criteria, i.e. how we measure whether or not we have been successful, are less tangible in the area of change management and communication than in other areas of project management. It is of upmost importance, however, to ensure that the methodologies and strategies described herein are utilized and evaluated continuously throughout the project lifecycle.

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ConclusionThe Organizational Change Management Strategy has described the overall purpose, approach, objectives and scope of the Organization Change Management effort for the ERP Golden Gate Initiative. The primary value of the strategy is to formalize the overall, high-level guidelines for change management within the project. The strategy describes the components of the OCM framework to execute and realize the OCM Strategy and the scope of the effort.

In addition to this strategy document, the OCM team will be developing a strategy document for training. This document will further define the approach and guiding principles that will be used to guide the work in that area.

Lawson Products will be leveraging the change management methodology of Capgemini to guide and support the efforts of this work. Templates and tools have been tailored to meet the specific needs of Lawson Products but may need further revision depending upon the objectives of the project.

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21_ocm strategy v6

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