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Overview
◦ Change Happens
◦ When Change Doesn’t Happen
◦ Making Change Happen
◦ Organizational Change Management
◦ Organizational Readiness Assessment
◦ Case Study
◦ Summary
◦ Questions
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Change Happens
Current State
Change Happens
Current State NEW
Meet ObjectivesOn Time
On BudgetRealize ROI
Change Happens
Current State NEW
Change Happens
Current State NEW
Project ManagementSolution Oriented / Technical Focus
Design-Develop-Deploy
Change Happens
Current State NEW Transition
State
RequirementsFeatures
Functions
Change Happens
Current State NEW Transition
State
EOLTime SensitiveWhat Changes?
Like for Like?
Change Happens
Current State NEW Transition
State Deploy
TimingCosts
Change Control : MACs
Change Happens
Current State NEW Transition
State Deploy FutureState
When Change Doesn’t Happen
Current State NEW Transition
State Deploy FutureState
We Are Not Realizing BenefitsIt’s Not What We Expected?
Things Didn’t Change
When Change Doesn’t Happen
Current State NEW Transition
State Deploy FutureState
Resistance
When Change Doesn’t Happen
Current State NEW Transition
State Deploy FutureState
Lack of Awareness (Agents)Cultural (Managers)
Disconnected Strategy (Lines of Business)Financial Objectives or Compensation (Executives)
Prosci 2016 Best Practices Benchmarking Data
When Change Doesn’t Happen
Current State NEW Transition
State Deploy FutureState
Status Quo Regression Replicated InefficienciesWhose Job Will Change?
When Change Doesn’t Happen
Current State NEW Transition
State Deploy FutureState
Why it this happening?What’s In It For Me (WIIFM)?
When Change Doesn’t Happen
Current State NEW Transition
State Deploy FutureState
Vision Unclear
Making Change Happen
Current State NEW Transition
State Deploy FutureState
VISION
A common understanding of the primary goals or outcomes the organization is trying to achieve
Organizational Change
Management
Making Change Happen
Current State
TransitionState Deploy Future
State
VISION
NEW
Organizational Change Management is the application of a structured process and set of tools for leading the PEOPLE side of change to achieve a desired outcome (VISION)
6XProjects with organizational change management (OCM) are "six times more likely to meet objectives than those with poor change management."
Prosci 2016 Best Practices Benchmarking Data
Organizational Change
Management
Making Change Happen
Current State
TransitionState Deploy Future
State
VISION
NEW
In many instances it is an add-on after the project has experienced obstacles
Change Management
Program
Making Change Happen
Current State
TransitionState Deploy Future
State
VISION
NEW
Adopt
Sustain
Use
• Process, Tools and Methodology
• Build internal CM capabilities
• Ideally dedicated team, outside of PMOStructure
• Ideally certified in a CM methodology and ACMP
• Organizational (OCM), Enterprise and Individual CM
• Report directly to Executive SponsorsPractitioners
• Increase probability of project success
• Capture people-dependent ROI
• Manage employee resistance to changeOutcomes
Change Management Program
95%
95% of projects with excellent change management programs met or exceeded their project objectives
Prosci 2016 Best Practices Benchmarking Data
ExecutiveSponsorship
Making Change Happen
Current State
TransitionState Deploy Future
State
VISION
NEW
BuildCoalition
Reinforce
Active & Visible
#1
The #1 success factor for change is active and visible executive sponsorship
The most common sponsor mistake, failed to remain active and visible throughout the life of the project Prosci 2016 Best Practices Benchmarking Data
Working Together
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Project Management Change Management
Technical, Solution Delivery People, Individuals and Organizations
Design, Develop, Deploy Adopt, Use, Sustain
Requirements Results
Outputs Outcomes
Specifications Motivation
Solution Benefits
Organization Readiness Assessment
Organizational Readiness Service
Organizational Readiness Service
Current State
TransitionState Deploy Future
State
VISION
NEW
Position
Prepare
Prevent
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VISIONA common understanding of the primary goals or outcomes the organization is trying to achieve
CommunicationsInforming who is affected and impacted regarding the change
ReadinessGetting people read to adapt to the changesSponsorship
Active and visible sponsorship for the change at a senior executive level
Stakeholder ManagementGaining buy-in for the changes from those involved and affected, directly or indirectly
TrainingTraining the appropriate resources on the change
MeasuresIndicators to track the success of the
change initiative are defined
Assess!
Ready?
VISION◦A common understanding of the primary goals or outcomes the organization is trying to achieve
◦5 QuestionsGenesys confidential and proprietary information. Unauthorized disclosure is prohibited. 31
For each question, enter the number that best represents your organization’s ability to manage change
32Genesys confidential and proprietary information. Unauthorized disclosure is prohibited.
StronglyDisagree
1 2 3 4 5 6
Disagree
Neutral
SomewhatAgree
Agree
StronglyAgree
Vision
33
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A common understanding of the primary goals or outcomes the organization is trying to achieve
#1The organization has a clearly defined vision of the future and a strategy to achieve goals/outcomes
StronglyDisagree
1 2 3 4 5 6
Disagree
Neutral
SomewhatAgree
Agree
StronglyAgree
Vision
34
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A common understanding of the primary goals or outcomes the organization is trying to achieve
#2There is a compelling message for why the existing way of doings things cannot continue
StronglyDisagree
1 2 3 4 5 6
Disagree
Neutral
SomewhatAgree
Agree
StronglyAgree
Vision
35
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A common understanding of the primary goals or outcomes the organization is trying to achieve
#3The organization understands what problem will be solved or what need will be met by the change
StronglyDisagree
1 2 3 4 5 6
Disagree
Neutral
SomewhatAgree
Agree
StronglyAgree
Vision
36
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A common understanding of the primary goals or outcomes the organization is trying to achieve
#4The organization has a clear understanding of the magnitude of the change and timeframe for change
StronglyDisagree
1 2 3 4 5 6
Disagree
Neutral
SomewhatAgree
Agree
StronglyAgree
Vision
37
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A common understanding of the primary goals or outcomes the organization is trying to achieve
#5The organizations is willing and able to implement the change
StronglyDisagree
1 2 3 4 5 6
Disagree
Neutral
SomewhatAgree
Agree
StronglyAgree
38Genesys confidential and proprietary information. Unauthorized disclosure is prohibited.
Add Up ScoresDivide by 5Round Up if Necessary
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40Genesys confidential and proprietary information. Unauthorized disclosure is prohibited.
How Ready Is Your Organization?
41Genesys confidential and proprietary information. Unauthorized disclosure is prohibited.
Not Ready
Hoping for the best or unaware of the need for preparation
1
Reactionary
2
React to whatever happens, when it
happens
Introductory
3
Early efforts, working through what's
holding us back
Basic
4
Ground work established,
building upon
foundation
Situational
5
Depends on situation, but
overall in good share to
handle current
conditions
Ready
6
Well prepared. Able to quickly
adapt to change and
adjust to changing
conditions
Change Beginnings
Case Study
Landscape
◦ Retail / Manufacturing (Consumer and Trade)
◦ EOL Avaya / Genesys PureCloud
◦ Change Management Program and Dedicated Practitioners
◦ CX Transformation + Organizational Readiness Service
◦ What is Important
• Efficiencies
• Revenue
• Driver of brand loyalty
◦ Transform
• This is our opportunity to do things different, better
Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 43
Organizational Readiness Assessment
7 Pillars J1 - X
Vision 3
Communications 3
Sponsorship 3
Stakeholder Management
3
Readiness 3
Training 3
Measures 3
Index Score Introductory 44
Organizational Readiness Assessment
7 Pillars J1 - X CMP1 - X
Vision 3 4
Communications 3 3
Sponsorship 3 3
Stakeholder Management
3 4
Readiness 3 5
Training 3 4
Measures 3 4
Index Score Introductory Basic 45
Organizational Readiness Assessment
7 Pillars J1 - X CMP1 - X Prj Team - X
Vision 3 4 5
Communications 3 3 4
Sponsorship 3 3 5
Stakeholder Management
3 4 4
Readiness 3 5 5
Training 3 4 5
Measures 3 4 5
Index Score Introductory Basic Situational 46
Organizational Readiness Assessment
7 Pillars J1 - X CMP1 - X Prj Team - X CMP2 - Y
Vision 3 4 5 3
Communications 3 3 4 2
Sponsorship 3 3 5 4
Stakeholder Management
3 4 5 3
Readiness 3 5 5 3
Training 3 4 5 2
Measures 3 4 5 3
Index Score Introductory Basic Situational Basic 47
Findings
◦ Vision:
• Customer Effort, Satisfaction and Promoters are of importance to some, but ASA and AHT takes priority
◦ Communication:
• Focus is on project timelines, not “what’s in it for me”
◦ Sponsors:
• Role of sponsor has defaulted to project manager
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Findings
◦ Stakeholder Management:
• This is a strength of the organization, but do not underestimate resistance to change
◦ Readiness: • Most believe they want to create a better “as-is” for tomorrow
• While there is a high level of enthusiasm to continually improve, this falters when current ASA and/or AHT goals are questioned
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Findings
◦ Training:
• For some, there is an insufficient understanding of how contact centers operate (e.g., queues, WFM)
◦ Measures: • No baseline set
• Limited data
Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 50
Where are they “at this moment”?
51Genesys confidential and proprietary information. Unauthorized disclosure is prohibited.
Insight• Challenging the status-quo is
easier than changing the status-quo
Education• Re-branded Project• “Lunch & Learn”• OR Assessment + ADKAR (Prosci)
Sponsors• Active & Visible (increasing)
– but don’t forget –• Efficiency-Revenue-Loyalty
Challenges• Set baseline (today, tomorrow)• Identify data (sources and integrity) • “how to keep enthusiasm?” (motivation)• Finish line (rollout) - timeline (adoption)
Primed for Change
Summary
Success Criteria
Current State NEW Transition
State Deploy FutureState
Organizational Change
Management
People, Individuals and Organization
Structured Program, Dedicated Practitioners of/for Change
Vision
Success Criteria
Current State NEW Transition
State Deploy FutureState
Organizational Change
Management
6X
95%
#1
Top Contributions for Successful Change Management
◦ Active and visible executive sponsorship
◦ Structured change management approach
◦ Dedicated change management resources
◦ Integration and engagement with project management
◦ Employee engagement and participation
◦ Frequent and open communication
◦ Engagement with middle managers
Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 55
Prosci 2016 Best Practices
Strategic Business Consulting
Learn More
Vision and Roadmap ServicesDeliverables:
• Prioritized roadmap of recommendations considering quick wins, strategic value, and foundational requirements
• Use cases to feed implementation design
• Reference Architecture
• ROI/TCO analysis
Methods and Tools:
• Interviews, observations, workshops
• Genesys CX Maturity Model
• Customer Effort Audit Tool
• Standard use cases (to use as starting point for time to value)
• Genesys ROI/TCO models and benchmarks
Where you are involved:
• Interviews, observations, and iterative deliverable reviews w/key players
• Executive Sponsor and Strategic Leadership Team
• Customer Experience and Contact Center Operations Leadership
• Line managers for routing, resource management, analytics, and others as indicated
• IT
A comprehensive engagement that defines a tailored, executable roadmap supported by a financial business case to achieve your unique customer experience and operational goals. The roadmap makes your strategy real showing tangible value along the way.
The scope of this service can be across all parts of the customer experience or a subset of solution domains.
Duration: 2 – 6 weeks
CX Transformation Service
Vision and Roadmap ServicesOrganizational
Readiness Service
Deliverables:
• Primer: Ready yourself for what comes next
• Readiness: Evaluate your readiness for change
• Handover: Facilitate a smooth transition to implementation and change
management teams
Methods and Tools:
• Readiness Assessment: Evaluate your organization’s readiness for change
• Genesys Solution essential knowledge, best practices and lessons learned
• Typical change considerations for customers using Genesys
Where you are involved:
• Executive Sponsor for changes enabled by Genesys technology
• Change Management Practitioner
• Project Management Leadership
• Contact Center Operations Leadership
An approach to help you realize the vision and value of
your Genesys solution by addressing the people
dimensions of transformation.
• Provide early guidance and necessary
course correction as you get ready and
consider the full organization and what needs
to change
• Position you to realize the primary
goals/outcomes you are trying to achieve
• Prepare you for change and for the transition
effort to achieve your goals/outcomes
Duration: 3 – 6 weeks
◦ Noelia Romanillos◦ Director, Strategic Business Consultant
◦ M: +44 (719) 8076118
◦ Noelia.romanillos@genesys.com
◦ Jodi M. Thompson◦ Senior Principal Strategic Business Consultant
◦ M: +1 (314) 560-9977
◦ Jodi.Thompson@genesys.com
◦ https://www.linkedin.com/in/jodimthompson
Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 59
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All Rights reserved. Genesys and the Genesys logo are registered trademarks of Genesys. All other company names and logos may beregistered trademarks or trademarks of their respective companies.
Thank You!http://www.genesys.com/services/business-consulting
Genesys confidential and proprietary information. Unauthorized disclosure is prohibited.
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