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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

Genesys confidential and proprietary information. Unauthorized disclosure is prohibited. 2

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


State

EOLTime SensitiveWhat Changes?

Like for Like?

Change Happens


State Deploy

TimingCosts

Change Control : MACs

Change Happens


State Deploy FutureState

When Change Doesn’t Happen



We Are Not Realizing BenefitsIt’s Not What We Expected?

Things Didn’t Change




Resistance




Lack of Awareness (Agents)Cultural (Managers)

Disconnected Strategy (Lines of Business)Financial Objectives or Compensation (Executives)

Prosci 2016 Best Practices Benchmarking Data




Status Quo Regression Replicated InefficienciesWhose Job Will Change?




Why it this happening?What’s In It For Me (WIIFM)?




Vision Unclear

Making Change Happen



VISION

A common understanding of the primary goals or outcomes the organization is trying to achieve

Organizational Change

Management


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."



Management


Current State


State

VISION

NEW

In many instances it is an add-on after the project has experienced obstacles

Change Management

Program


Current State


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


ExecutiveSponsorship


Current State


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


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


State

VISION

NEW

Position

Prepare

Prevent


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

Genesys confidential and proprietary information. Unauthorized disclosure is prohibited.


#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



#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



#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



#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



#5The organizations is willing and able to implement the change

StronglyDisagree

1 2 3 4 5 6

Disagree

Neutral

SomewhatAgree

Agree

StronglyAgree


Add Up ScoresDivide by 5Round Up if Necessary

How Ready Is Your Organization?


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


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


7 Pillars J1 - X CMP1 - X

Vision 3 4

Communications 3 3

Sponsorship 3 3


3 4

Readiness 3 5

Training 3 4

Measures 3 4

Index Score Introductory Basic 45


7 Pillars J1 - X CMP1 - X Prj Team - X

Vision 3 4 5

Communications 3 3 4

Sponsorship 3 3 5


3 4 4

Readiness 3 5 5

Training 3 4 5

Measures 3 4 5

Index Score Introductory Basic Situational 46


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


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


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


Findings

◦ Training:

• For some, there is an insufficient understanding of how contact centers operate (e.g., queues, WFM)

◦ Measures: • No baseline set

• Limited data


Where are they “at this moment”?


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




Management

People, Individuals and Organization

Structured Program, Dedicated Practitioners of/for Change

Vision

Success Criteria




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


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

◦ [email protected]

◦ Jodi M. Thompson◦ Senior Principal Strategic Business Consultant

◦ M: +1 (314) 560-9977

◦ [email protected]

◦ https://www.linkedin.com/in/jodimthompson


Copyright ©2017 Genesys.2001 Junipero Serra Blvd., Daly City, CA 94014

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


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