Organisa)onal  Change  Management    

Genera)ng  Business  Readiness    

And  People  Engagement  
Ul)mately,  most  of  the  problems  that  
come  with  an  ERP  implementa)on  can  
be  summed  up  in  one  word:    
 
People    
             
 
Failure  to  prepare  and  manage  
organisa)onal  change  is  risky  
For  your  SAP  project,  can  you  assess  the  costs  if:  
 people  misunderstand  the  new  processes,  do  not    use  
adequately  the  applica)on,  discover  a  solu)on  that  is  not  fit  for  
purpose  because  they  were  not  properly  involved  in  the  
project,  the  deployment  is  delayed  due  to  a  lack  of  leadership  
support,…  ?  
 A  well  executed  OCM  plan  delivers  
engagement  and  readiness  
Strong  leadership   Business  readiness:    
Strong  business  
support  and  sponsorship   people  and  the  
ownership  of  the  program  
as  being  essen)al  for   organisa)on  100%  ready  
with  key  stakeholders  
mobilizing  resources,   to  work  on  SAP  with  new  
engaged  and  determined  
promo)ng  change  and   processes,  roles  and  
to  make  it  work  well    
removing  obstacles     behaviours  from  day  1.  

A  strong  awareness,  understanding  

and  even  excitement  in  the  SAP  
Skilled  SAP  users  based  on  each  one’s  
program  based  on  con)nuous  
role  and  profile,    relying  on  an  
communica)ons  delivering  key  
effec)ve  support  organisa)on      
messages  as  well  as  facilita)ng  
feedback  and  dialog  
 Who  is  responsible  for  OCM?  
Every  project  team  member  interac)ng  
and  communica)ng  with  stakeholders,  
has  an  influence  on  people  
engagement  and  awareness  and  is  
therefore  an  OCM  contributor.  
 
More  specifically:  
v  The  Program  Director  leads  change  
v  The  Change  Manager  facilitates  
OCM  efforts  
v  All  project  team  members  
contribute  in  one  way  or  another  
How  does  OCM  fit  in  SAP  ASAP?  
 Increase   Post  go-­‐live  
Start  communica)ng   Communicate  widely  
communica)ons   communica)ons  
business  case  
Determine   Define  and  deploy  business  
Engage  leaders  &   organisa)onal   readiness  plans  
sponsors   impacts   including  user  training  
Take  the  pulse   Involve  user  representa)ves     Monitor  and  support  adop)on  

Develop  guiding  coali)on   Sustain  leadership  engagement  

Project  Prepara)on  
OCM  phase  goal:  Lay  the  OCM  founda)ons  

OCM  phase  tasks:  

•  Define  the  business  case  for  change  
•  Analyse  the  communica)ons  channels  
•  Define  the  communica)ons  strategy,  first  key  messages  and  
material  
•  Define  the  OCM  governance  
•  Survey/understand  stakeholders  expecta)ons,  hopes  and  
concerns  associated  with  the  project  
Business  Blueprint  
OCM  phase  goal:  Define  the  OCM  Plan,  develop  
awareness  and  engagement  
OCM  phase  tasks:  
•  Perform  a  stakeholder  analysis  
•  Create  the  guilding  coali)on  
•  Determine    the  key  business  impact  of  the  solu)on  design  on  
processes,  roles,  skills  requirements,  organisa)onal  structure  
•  Define  the  OCM  plan  and  its  components:  
•  Tac)cal  communica)ons  plan  
•  Stakeholder  engagement  plan  
•  Training  curriculum  requirements  for  highly  impacted  users  
•  Design  communica)on  material;  communicate,  get  feedback  with  a  
view  to  raise  user  awareness    
•  Carry  out  engagement  mee)ngs  with  key  stakeholders  
Realiza)on  
OCM  phase  goal:  develop  business  readiness,  
increase  awareness  and  engagement  
OCM  phase  tasks:  
•  Reinforce  and  extend  communica)ons,  key  messages  and  
feedback,  keep  the  dialog  going  with  stakeholders  
•  Carry  out  a  second  and  more  detailed  change  impact  mee)ngs/
workshops  to  produce  a  detailed  understanding  of  to-­‐be  roles,  
responsibili)es,  skills  and  organisa)onal  structure  
•  Create  the  business  readiness  plans  per  deployment  site/teams    
•  Define  the  detailed  training  plan  including  vehicles,  )ming,  
logis)cs,  assessment  tools  
•  Develop  the  training  material  
Final  Prepara)on  
OCM  phase  goal:  make  the  business  ready  for  
transi)on  
OCM  phase  tasks:  
•  Carry  out  training  and  rehearsals,  conduct  training  assessments,  
retrain  if/when  needed  
•  Deploy  pre  go-­‐live  communica)ons  
•  Mobilize  sponsors/leaders  to  raise  the  level  commitment  of  users  
•  Finalize  and  carry  out  readiness  plans  per  areas,  leveraging  
business  readiness  teams  
Go-­‐Live  and  Support  
OCM  phase  goal:  Monitor  and  support  user  
adop)on  
OCM  phase  tasks:  
•  Implement  user  adop)on  monitoring  system    
•  Analyse  user  adop)on  and  carry  out  correc)ve  ac)ons  as  
requested  
•  Carry  out  post-­‐go-­‐live  communica)ons  
•  Communicate  and  celebrate  success  
•  Sustain  training  vehicles  
•  Monitor  and  sustain  user  support  effec)veness  
•  Ensure  knowledge  transfer  from  project  to  business  teams  
 Leverage  Digital  Tools  

User  Experience  Management  (UEM):   Solu)on  enabling  effec)ve  and  

•  Applica)on  usage  measurement,   intui)ve  online  applica)on  training:  
analysis   «  Walk-­‐Thrus  are  a  series  of  
•  Training  success  assessment   interac)ve  )p-­‐balloons  overlaid  on  the  
screen.  These  balloons  help  users  act,  
react  and  progress  through  their  
business  process.  Users  receiving  help  
remain  on  site  elimina)ng  the  need  to  
go  back  and  forth  between  video  
tutorials  and  FAQ’s.  »    
Online  applica)on  allowing  daily    
interac)on  with  change  users  &  
stakeholders  to  sustain  their  readiness  
and  engagement  
 How  can  we  help?  
christophe@appe)teforchange.net    
hep://www.appe)teforchange.net/en/contact-­‐us/