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Revision. Skat. Rådgivning.
It’s all about the tech, right?How to succeed with your digital transformationPwC People & Organisation Consulting, 20 March 2018
Introduction
PwC People & Organisation Consulting
@PwCDanmark | www.pwc.dk/finance
The secret to digital transformation?
People!
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Empower your people to anticipate, shape and accelerate change to make a difference that matters
• low support from the management
• low benefit realisation
• low employee interest
• resignments from valuable employees
Your people should be prioritised because it…
• enhances the chance of success
• is an important part of addressing resistance to change
• increase acceptance and commitment by actively involving and empowering them in co-creating the change
If your people are not prioritised you risk…
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There is a strong correlation between change management and program success
Correlation between effective change management and
achieving project objectives
is almost 1:1 *
96%
Correlation between effective change
management and staying on budget
rocks too*
82%
Correlation between effective change
management and staying on schedule
isn’t bad either*
71%
*PROSCI Best Practices in Change Management Survey 2014
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What are your key challenges related to digital transformation?
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Group discussion
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Group discussion
1. Briefly describe your digital vision
2. Which key initiatives are you focusing on?
3. What are your key success factors to make this happen?
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Client cases and lessons learned
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@PwCDanmark | www.pwc.dk/finance 10
1. Don’t underestimate the undertaking
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@PwCDanmark | www.pwc.dk/finance
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Client case: Digitalisation and simplification of Finance processes
• Global FMCG company, 41,000 employees across 150 countries• Established global Finance shared services centre• Example of change: Moving to a global e-invoicing system• Focus: vendor selection, high-level business case• Challenge: 500+ different contracts with different payment terms,
paper-based invoicing, lack of common way of working, required employee and customer behaviour change
• Solution: Change impact and readiness assessments, process alignment and targeted training and communication activities
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@PwCDanmark | www.pwc.dk/finance
2. User experience is king
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@PwCDanmark | www.pwc.dk/finance
3. Change management is not just communication
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@PwCDanmark | www.pwc.dk/finance
Client case: Re-inventing performance management
• International dairy company, EUR 10 billion in revenues and 18,000 employees worldwide
• Wanted to re-invent their annual performance measurement / goal setting process. Collaboration between Finance, Stratgey and HR.
• Challenge: Cumbersome, slow and administrative processes, poor management controls, lack of aligned KPIs, many different users
• Solution: Developed one-stop shop performance app. Used Design thinking methodology to involve managers and employees across the organisation to define challenges, test out prototypes and give input to improvements
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4. People support what they help create
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Client case: People-centric change
• A new core IT system and new work processes were implemented for 300 employees.
• An important success criteria was that the employees should be engaged in the transformation and in defining the future digital vision.
• The organisation was able to realise the expected benefits of the digital transformation. Thanks to a successful implementation, their customer satisfaction rose, their employee engagement increased, they became more effective and as a result, their annual profits improved. Their employees felt they were part of the change journey as they were involved in the creation of a case for change, the development process and a fun interactive learning process.
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@PwCDanmark | www.pwc.dk/finance
5. Be honest about what actually needs to change
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@PwCDanmark | www.pwc.dk/finance
6. Embrace the resistance
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@PwCDanmark | www.pwc.dk/finance
7. Don’t be fooled by the vendor – know what you’re buying
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@PwCDanmark | www.pwc.dk/finance 2
8. It doesn’t have to be complex or expensive
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@PwCDanmark | www.pwc.dk/finance 21
Client case: Management dashboard
• Danish office of multi-national professional services firm with over 230,000 employees in 158 countries
• Wanted to improve data quality and save time on management reporting
• Challenge: Many different legacy systems and solutions, lack of digital competence in management board, limited budget to invest
• Solution: Developed a real-time analytics dashboard for management for key figures /KPIs, using readily-available robotics, visualization, analytics programmes. No major IT investment, GDPR compliant and enables management to run predictive models for better decision making
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9. Get the right help
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1. Don’t underestimate the undertaking
2. User experience is king
3. Change management is not just communication
4. People support what they help create
5. Be honest about what actually needs to change
6. Embrace the resistance
7. Don’t be fooled by the vendor – know what you’re buying
8. It doesn’t have to be complex or expensive
9. Get the right help
Lessons learned
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Plenary discussion
PwC People & Organisation Consulting
Plenary discussion
Which capabilities do you need to succeed with your digital agenda?
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@PwCDanmark | www.pwc.dk/finance
Thank you
People & Organisation Consulting
We specialise in helping our clients succeed in the new world of work by developing more innovative,
agile and customer-focused people and organisations. We take a people-centric, analytical and
digital approach to helping you develop and implement strategies, technology and operating models that
are built for the future – and transform how your people think and act in the process
@PwCDanmark | www.pwc.dk/finance
Get in touch
Kim DomdalPartnerPeople & OrganisationConsulting
+45 3070 1853 kdo@pwc.dk
This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication
without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to theextent permitted by law, PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for anyconsequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it.
© 2018 PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab. All rights reserved. In this document, “PwC” refers to PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab whichis a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity.
Therese S. KinalDirectorPeople & OrganisationConsulting
+45 3070 0501txk@pwc.dk
Karoline P. HansenManagerPeople & OrganisationConsulting
+45 2671 0909kah@pwc.dk
Oskar BlazinskiConsultantPeople & OrganisationConsulting
+45 9392 0829osb@pwc.dk
@PwCDanmark | www.pwc.dk/finance
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