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The Impact of Change Management during IT Transformation

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A perspective from Staffing Operations by Frank Benintende

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The Journey of IT Transformation

l  What does an Change Management need to identify during a IT transformation.

l  How does it interact with the overall IT strategic plan.

Need goal for this training … Why this, Why Now

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Winning Through Talent in Uncertain Times

l  NOW, more than ever, is the time to focus on your people — the key to your future success.

l  Strategic Talent Management should be an even higher priority than ever.

l  the time to motivate and engage your employees — to reassure and cultivate your top talent, and make sure they recognize the bright future they have in your organization.

l  re-evaluate your goals, and make sure your entire team understands the impact their contributions deliver — to make sure everyone is working on the right things.

l  ways to accelerate your strategies. So when this economy turns upward again, you will be poised and ready to make the most of it — with an energized workforce aligned behind your strategic goals.

l  Now is the time that strategic Talent Management matters most.

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The way which Ryder will accomplish our vision..

l  Through the orchestration of a Change Management Plan that is interwoven throughout Ryder’s 5 year IT Transformation initiative and how our Human Capital adjusts to the constant pulse of its projected program plan

e.g., Conducting is the art of directing a musical performance by way of visible gestures. The primary duties of the conductor are to unify performers, set the tempo, execute clear preparations and beats, and to listen critically and shape the sound of the ensemble.

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Business Transformation - defined

l  It is about making fundamental changes in how business is conducted in order to help cope with a shift in the market environment . ►  When: The need for business transformation may be

caused by external changes in the market such as an organization's products or services being out of date, funding or income streams being changed, new regulations coming into force or market competition becoming more intense. This management approach is widely used:

ü  to increase revenue or market share ü  to improve customer satisfaction ü  to cut costs

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How IT impacts an organization: ROI Cycle

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A systematic approach to Change Management

Major

Acti

vities

Ke

y De

liver

ables

Ph

ase

Project

Cl

osure

Define Design Develop Deploy Post-

Implementation Support

§  Implement Post-Implementation Support Model

§  Track Benefits Realized §  Evaluate Program

Effectiveness §  Adjust Change

Management Project Plan accordingly

§  Define / Validate scope §  Develop Change

Management Project Plan §  Form Team §  Conduct Project Kickoff §  Develop Change Vision §  Conduct Stakeholder

Analysis and Initial Interviews

§  Assess Stakeholders and Define Stakeholder Alignment Strategy

§  Conduct Cultural Analysis §  Develop and Launch

Change Champions Program

§  Perform Change Readiness Assessment

Change Readiness Assessment

§  Conduct Change Impact Analysis

§  Develop Change Strategy §  Develop Change

Leadership Plan §  Develop Stakeholder

Alignment Plan §  Develop Communication

Plan §  Develop Organization

Design / Role Design Plan

§  Conduct Business Practices Alignment

§  Develop Training Strategy and Plan

§  Develop Team Performance Plan

§  Obtain Initial Feedback on Communications

§  Develop Change Management Strategy by Release / Initiative

§  Re-Assess Stakeholders and Update Stakeholder Management Plan

§  Conduct Change Leadership Activities

§  Develop Benefits Realization Tracking Mechanism

§  Define Organization / Job Roles

§  Develop Training Modules and Define Training Logistics

§  Develop Deployment Readiness Checklist

§  Assess Deployment Readiness and Develop Deployment Readiness Plan

§  Prepare Organization for Pilot Deployment

§  Deliver Pilot Training §  Assess Effectiveness of

Pilot Deployment §  Update Training

Materials from Pilot and Deliver Enterprise-Wide Training

§  Implement Organization / Job Role changes

§  Develop Post-Implementation Support Model

Change Strategy

None Post-Implementation Support Model

Program Effectiveness Report

Initialize Project

©2011 by Francis J. Benintende

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What is needed

l  An evolutionary strategy, a smarter vision for harvesting business advantage from large and varied data stores with advanced analytics: ►  Smart consolidation of information and the logical data

warehouse for centralization

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We need to embark on our next wave of transformation to build the smarter, next generation of Change Management IT training initiatives

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2013

Sharing & partnering

2014

2015

Globally integrating

Making things smarter

§  Instrumented, intelligent, interconnected

§ Enable growth

§ Optimize the world wide learning system

§ Right skills, right place, right cost

§ Rationalize change management support functions for greater efficiency

§ Radically simplify processes

§ Consistent set of processes worldwide

§ Leverage best practices

§ Standardize and reduce waste

§ Corporate Governance and performance discipline

©2011 by Francis J. Benintende

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This can all be accomplished through embracing - Radical Simplification? Q: How do we understand that Productivity is the true competitive

advantage In Radical Simplification: l  You have to do more with less and do it better than before. l  This can be accomplished through:

Empowering yourself: ►  Your effectiveness depends heavily on your credibility among your team members. Humility has a place

here, and it helps if you’ll sell whenever you tell ►  Determine a clear agenda: It stands to reason that your work group cannot be effective without a clear

sense of direction. As General Patton said, “…a good battle plan that you act on today can be better than a perfect one tomorrow.”

►  Focus on the hard results rather than the intangibles ►  Analyze your people assets: Too often organizational simplification spawns further reorganizations

because teams were thrown together in a haphazard manner. Approach this exercise as if all team members were new hires. Change rewrites job descriptions.

►  Carve out roles and responsibilities: Let there be no question regarding where one job starts and the next one stops. Leave no blur regarding the responsibilities each person is supposed to shoulder. You’re kidding yourself if you think you can get good results during the chaos of simplification (change) without role clarity.

►  Lay new communications pipelines: Give your team members constant updates.

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We will build on our ability to drive Efficiency and Effectiveness to deliver on two more key objectives: Growth and Greatness

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How much it takes to get things done. Efficiency is measured by the total cost of doing something – how much time it takes, how much money we have to invest, how much effort our employees have to expend to do it.

Doing the right things, and doing them well. Effectiveness is measured by whether we are producing the outcomes we intend to produce. Understand what the high-value work is that will get us the results we want.

Moving from low-value to high-value spaces. We need to enable profitable revenue growth. Growth will come from new clients, new geographies, new market segments, and new offerings.

Operational and behavioral alignment with Ryder values and strategic priorities. We seek to be the model of the premier 21st century globally integrated classroom with world class capabilities. (Process, policy, governance, cultural and organizational structure, etc.)

Greatness Efficiency Effectiveness Growth

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“If I have a thousand ideas and only one turns out to be good, I'm satisfied." ~ Alfred Nobel

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We need to focus on and strengthen five key capabilities in order to meet our objectives

MAXIMIZING FOR TOTAL

VALUE CREATION

GETTING TO A TRULY

DIFFERENTIATED ADVANTAGE FOR HOW WE

OPERATE

OPTIMIZING THE WHOLE

SYSTEM

DESIGNING FOR THE HUMAN

EXPERIENCE

CREATING SMARTER, SIMPLER,

SUSTAINABLE WAYS OF

DOING WORK

To super-optimize for total value-creation for clients, employees, communities, and investors:

– Efficiency

– Effectiveness

– Growth

– Greatness

To value not just the process or way of working as its engineered, but by how it’s experienced:

– Putting the human being at the center of the process

– Understanding how tools, programs, and processes are experienced

– Designing useful performance in, and needless complexity out

To take our standardized processes and approaches and advance them so they:

– Ensuring they are differentiating for Ryder

– Representing a uniquely Ryder way of creating value within the logistical educational field

On a smarter planet, new ways of working become possible:

– Ensuring infrastructures, systems, processes can become instrumented, interconnected, and intelligent

– Eliminating waste

– Finding simpler ways to get the work done

– Applying technology in the services of giving people time to think

Become the world’s best systems thinkers at leading—not just managing—for:

– Integrating the company, so it can transform

– Reducing end-to-end global training costs

– Maximizing return on end-to-end investment, end-to-end results

– Reducing end-to-end waste

– Ensuring end-to-end sustainability—a healthier learning system

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Reference Materials

& Background Information