Posted by Dan McHugh and Margie Painter on November 6, 2012
Today at Workday Rising, we’re co-presenting with our colleague from AIG, which is in the midst of a global, multi-year HR Transformation initiative. Our session centers around a method for improving the effectiveness of change management in large-scale transformations.
Historically, a common transformation challenge has been that even when organizations use change management, the transformation takes much longer than anticipated or perhaps even fails. Why? We believe it’s because change management has traditionally focused more heavily on the solution rather than the analysis of the risk. This can lead to guesswork and one-size-fits-all change management activities, which in turn can lead to costly pockets of stakeholder resistance. Stakeholders tend to view change through their own particular lens, or “WIIFM” (What’s In It For Me), so broad-brush solutions are sometimes ineffective at reaching all stakeholder groups.
For example, stakeholders in Workday implementations might include global business leaders who want to know, “Will we achieve our return on investment?” Regional/Local business leaders may ask “Will my level of service improve?” HR Leaders often wonder “How does Workday support our HR vision,” while HR practitioners think “What will my job look like in the future?”
Analytics can enable organizations to better understand stakeholder concerns and resistance and focus their change management solutions accordingly. This precision helps support rapid and lasting adoption.
Specifically, we’ve zeroed in on six metrics (pictured below) that can help identify major threats to rapid adoption. At the same time, these metrics can provide a structure for developing solutions and turning stakeholders into champions. By analyzing and scoring performance against each metric and its related submetrics, the rolled-up scores provide a clear report card against the goal of rapid adoption. The report card can then serve as a guide to continually refine change management solutions and measure their effectiveness.
In our Workday projects, we’re seeing consistent themes emerge in each metric about how to drive rapid adoption.
- Customize the vision by audience—answer the WIIFM? question.
- Map the Workday impacts carefully and beyond just the technology.
- Set actionable expectations and reinforce accountability.
- Develop new capabilities by role, not by Workday technology or tools.
- Assess commitment to Workday goals and close the gaps.
- Drive ownership by “turning off” legacy options and demonstrating Workday benefits.
Focusing on change management metrics is helping to drive transformation at AIG. How about in your organization? Are there tactics or lessons you can share from your own change or transformation experiences? Have you also used analytics in these efforts? Please weigh in with your comments.
||Dan McHugh is a principal in Deloitte Consulting LLP’s Organization Transformation practice. He advises corporate and public sector clients on change management strategies to support significant shifts in strategy and operations.
||Margie Painter is a senior manager in Deloitte’s Human Capital practice, specializing in integrating people issues with business strategy. With more than 15 years of industry and consulting experience, she has led and delivered all phases of organizational change initiatives.
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.