Value Realization

VALUE REALIZATION
- Toolbox and deliverables
Department
Slide no. 2
Overview of value realization tools and deliverables
Benefit definition & anchoring
Translation & leader engagement
Transition management activities
Business case Core story Benefit case Benefit booklet Benefit translation Tracking model & dashboard
Leadership engagement Leadership engagement workshop Solution design workshop Prepare for change workshop Handover workshop Change translation Change readiness assessment Organizational impact translation Individual impact translation Handover & follow-up Follow-up survey
Stakeholder management Stakeholder mapping Planning & issue management Change communication Communication strategy Communication plan Key messages Communication examples Training Training approach and plan Training execution
Change managers handbook
Facilitation tools Kick-off exercises What does success look like? First signs of success Your role Ground rules Exercises during workshop Core story game Barriers and solutions Prioritization Communication dress-up Wrap-up exercises +++/EBI Key info quiz Commitment cards Heart over mind
Workshop preparation Workshop script
BUSINESS CASE
The business case creates early focus on the business rationale by evaluating overall attractiveness of an investment
WHAT & WHY
Purpose
To create relevant decision support by capturing the highlevel reasoning for initiating a project/investment To build early focus on business rationales for change, which must be maintained throughout the project
What is a business case?

An objective and fact-based foundation for evaluating investment opportunities by assessing project benefits against costs and associated risks It is created for senior management early in the process to give an initial indication of the top-down business rationale of the project, before more detailed information about the solution is available Primary focus is on the monetary impacts of change, however, a good business case also includes a high-level vision of changing as well as an assessment of how challenging implementation will be in the receiving organizations (timeline, implementation ease, etc.)
Costs & risks
Benefits
BUSINESS CASE
The business case must provide a clear recommendation for action through a fact-based evaluation of benefits, costs, and risks
HOW TO APPLY
Key tasks
Collect data on benefits and costs and make sure key stakeholders agree on estimates Build overall vision and link it to the strategic context of the company Build timeline of implementation and evaluate risks and challenges in implementation Summarize business case in clear and actionable recommendation for decision makers (what are they saying "yes" to?)
Preparation and input

Interviews with key senior stakeholders Benefit and cost estimates If possible, supplement with external data or benchmark
Tips and tricks Collect cost input from various sources (e.g. ask multiple vendors) Make it very tangible where and when benefits will be realized Also include more "soft" benefits, and make them tangible/measureable if possible Test overall investment recommendation with key stakeholders in receiving organizations
BUSINESS CASE
Examples: Business case documents for SWITCH and OtC

EXAMPLES
CORE STORY
The core story aims to create an aligned view on the qualitative "case for change" across project stakeholders
WHAT & WHY
Purpose
To articulate in words why and what we are changing, as well as how this will take place To ensure that all relevant parties in the project share an aligned view on the rationale for changing
What is a business case?

A comprehensive, qualitative story to articulate the "case for change" among project stakeholders: Why: The underlying pains or opportunities addressed in a given project (the business rationale) What: The main idea applied to capture the potential/improvement How: The concrete levers for changing
The core story should be established early and in parallel to the business case to create a connection between an investment proposal and the overall strategic context
Company overall strategy
CORE STORY
To maximize the effect, the core story must be visually appealing and used on an ongoing basis in stakeholder engagements
HOW TO APPLY
Key tasks
Identify and interview key project stakeholders to understand the background and "why are we doing this project" Articulate core story in a logical and visually appealing presentation, video, game, etc. Integrate core story in engagements with a broader audience to ensure aligned view among all relevant parties having an impact on the success of the project

Interviews with key senior stakeholders Existing strategy and/or vision documents available in the company
Tips and tricks Make it very early before alternative interpretations of the project's purpose emerges Make it visually connected to company-strategic documents (e.g. must-win battles) Search for creative and alternative ways to articulate core story to ensure it sticks Make sure the story directly reflects the context of the receiving organization
CORE STORY
Examples: Core story pages for SWITCH and OtC

EXAMPLES
10
11
BENEFIT CASE
The benefit case is a detailed mapping of all benefits, and should be the center of gravity for all project efforts
WHAT & WHY
Purpose
To ensure continued focus on the business rationale throughout all project phases, including solution design To create a top-down foundation for detailing objectives and goals to receiving organizations To increase the likelihood of the initial ambition of the project actually being realized
What is a benefit case?

A structured, top-down mapping of all tangible and intangible project benefits, ultimately articulated as concrete metrics and targets where possible (both shortterm benefits and derived, long-term benefits) A "living document" to be updated throughout the project to reflect specific definitions, timing of realization as well as benefit owners to be held accountable for benefit realization A tangible foundation for discussions with project members, to ensure that business aspects are the center of gravity of all project efforts A starting point for benefit translation with receiving organizations
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BENEFIT CASE
The benefit case work continues throughout the project, but is at all times based on the top-down ambition formulated upfront
HOW TO APPLY
Key tasks
Interview key project stakeholders to understand the background and "why are we doing this project" Develop high-level benefit targets using existing measurements where possible Get buy-in to targets from senior management before engaging a broader audience Engage relevant managers in receiving organizations to validate targets bottom-up Detail all benefits to clearly reflect metrics, definitions, baselines, targets, timing, benefit owners, data sources, etc. Communicate the benefit case or parts of it to relevant stakeholders

Interviews with key stakeholders Initial business case and core story for change Ongoing engagements with project members and receiving organizations
Tips and tricks Push a very specific articulation of benefit targets to avoid "fluffy talk" about benefits (take advantage of "the SteerCo expects it") Always aim at using benefit case as basis for communication when engaging senior management and/or receiving organizations Track benefit realization rigorously after the solution has been rolled out
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BENEFIT CASE
Examples: Benefit case pages for SWITCH and OtC

EXAMPLES
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15
BENEFIT BOOKLET
The benefit booklet provides tangible documentation to express benefits for various stakeholders in an easily understandable way
WHAT & WHY
Purpose
To share the high-level benefit story with all relevant stakeholders To articulate all benefit-related work in an easy and accessible format, which people will actually read
What is a benefit case booklet?

The benefit case expressed in an easily accessible format to be printed and distributed, thereby making the benefits more tangible for relevant stakeholders A complete storytelling version of the benefit case, capturing original business pain points, vision of the project, and overall benefit case A "benefit encyclopedia" comprising a full mapping of all benefit targets including definitions, targets, benefit owners, etc.
Benefit case encyclopedia
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BENEFIT BOOKLET
It is a strong tool to "carve in stone" the benefit case and make it accessible for the relevant receiving organizations
HOW TO APPLY
Key tasks
Develop complete storyline for all benefit case work in an intuitively understandable logic Engage with project team and other relevant stakeholders to secure initial commitment to benefits, including benefit owner sign-off Present benefit booklet as a "final product" for senior stakeholders (to give the impression that benefit realization is actually "carved in stone") Use booklet pages as communication material in other relevant settings

High-level benefit case Core story for change Detailed listing of all benefit targets
Tips and tricks Make pain points concrete, so that the reader can relate this to his/her daily work Clearly link each target to the relevant receiving organization (benefit owner) to build as much commitment as possible Consider making benefit owners sign the benefit booklet physically to provoke ownership
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BENEFIT BOOKLET
Examples: Benefit booklet outline for SWITCH

EXAMPLES
AtR
x7
PtP
x4
IT ~10 page benefit overview
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BENEFIT TRANSLATION
Benefit translation makes the benefit case relevant for local leaders by detailing what it takes for their organization to deliver on it
WHAT & WHY
Purpose
To ensure that leaders commit to the benefit case by understanding the implications for their organization To enable leaders to closely track performance through operational metrics relevant in their organizations
What is benefit translation?

A translation of the project benefit case to receiving organizations to create a clear overview of the requirements placed on each of the receiving organizations to deliver on the overall benefit case A way to facilitate that project ambition and tracking of this is integrated in relevant performance dashboards or personal KPIs Translation can take place in two ways:
Breakdown of benefits to multiple receiving organizations (e.g. cost savings to be delivered in different regions)
Detailing of targets to operational targets relevant for the organization in scope (e.g. process governance metrics)
Project team
Receiving organizations
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BENEFIT TRANSLATION
Benefit translation is carried out in close collaboration with benefit owners and ultimately impacts local dashboards and KPIs
HOW TO APPLY
Key tasks
Develop a clear overview of where in the organization each benefit target must be delivered (benefit owners) Share benefits with individual benefit owners to ensure an aligned view on targets, definitions, etc. Co-create a translated case with the receiving organization (e.g. through prepare for change WS) Implement metrics in dashboards, KPIs, etc. and set up tracking mechanisms

High-level benefit case and core story Identification of benefit owners Collection of existing dashboards, KPIs, etc.
Tips and tricks Leverage benefit sign-off from senior mgmt. ("not for negotiation" targets) Use translation exercise to make leaders envision potential challenges and thereby define root causes and potential actions Make sure that definitions and formulations are clear so that focus can be on detailing next level of benefits, i.e. operational metrics
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BENEFIT TRANSLATION
Example: Benefit translation in SWITCH Vendor Invoice Mgmt. workshop

EXAMPLES
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TRACKING MODEL AND DASHBOARD
Benefit tracking aims to track progress after go-live to increase the likelihood of successful benefit realization
WHAT & WHY
Purpose
To enable senior mgmt. to closely monitor project progress, also after the project has gone live To ensure a feedback loop where issues are quickly identified and corrective actions initiated
What is benefit tracking?

A clear process for collecting benefit data after go-live to ensure easy and seamless reporting (e.g. data sources and input providers identified early in the process) An intuitive tracking model where benefit data can easily be gathered and reported on in a standardized dashboard format A status update for responsible senior mgmt. published on e.g. a monthly basis, including benefit performance, open issues, and recommended mitigation actions
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Tracking should be carefully planned throughout the benefit process and data sources and input providers should be clearly defined
HOW TO APPLY
Key tasks
Identify relevant data sources and input providers, e.g. as part of benefit translation Develop simple tracking model (e.g. Excel-based) , and build sufficient data gathering flow from input provider to tracking model Set up reporting format (e.g. dashboard) to prepare presentation for senior mgmt. Report on benefits and more qualitative evaluation of progress, including recommended actions

Detailed benefit descriptions including definitions, baselines, targets, data sources, etc. Identification and preparation of local anchor points, e.g. performance management functions
Tips and tricks Clarify tracking ambition and governance model with key stakeholders early in the process to be able to communicate tracking requirements clearly to receiving organizations Prepare for tracking already when defining targets, so that data are easy to collect preferably directly from global IT systems with no extra data crunching needed
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Examples: Tracking dashboards for SWITCH and OtC

EXAMPLES
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27
LEADERSHIP ENGAGEMENT WORKSHOP
The leadership engagement workshop aims to mobilize leadership in receiving organizations through joint understanding and commitment to the project
WHAT & WHY
Purpose
To ensure that the leadership is aware of and understand the impact of the project on the organization To build commitment among leaders to contribute to making the project a success and realizing the benefit case
What is a leadership engagement workshop?

An engagement where the local leadership team in receiving organizations is brought together with the project team early in the process to ensure a joint view on what the project is about and why we are doing it A chance to test and anchor the benefit case of the project with leaders upfront by building a two-way understanding of the project and how it links to the overall strategic context of the receiving organization A chance to manage expectations on how the project will impact processes, organizations, etc. to clarify what it will take to successfully implement the project (resources, timeline, etc.)
Strategic context
Project impact
Test of benefits
Clear actions
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The leadership engagement workshop should be held early in the project and marks an initiation of a strong involvement of receiving organizations
HOW TO APPLY
Key tasks
Before the workshop Develop purpose and agenda for the workshop, covering benefit case, change implications, etc. Invite participants well in advance Engage with key stakeholders to ensure sign-off on purpose, process, and content

Clear overview of participants, tested with responsible leadership team Completed core story and high-level benefit case Endorsement from senior stakeholders to pave the road for initiating engagement (pushing analyses) prior to the workshop
Work with project team to push benefit and change assessment as far as possible
Spend sufficient time on joint discussions to validate and substantiate insights Keep an action list and parking lot to maintain focus make sure to follow up afterwards Spend time on updating all relevant documents and communicating debrief to participants Include leaders in sending out communication to the broader audience to share workshop outcome Tips and tricks Very effectful to link project scope/benefit case to existing targets in receiving organizations Good value in having time during the workshop to engage leaders in 1:1 conversations Be very thorough in scripting the workshop and required outcome this makes it possible to prepare properly and deviate where needed Do not overemphasize the need for "artificial" breakout exercises senior leaders are easily engaged
During the workshop
After the workshop
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Examples: Workshop pages from SWITCH GSC WS and OtC NAM WS

EXAMPLES
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31
SOLUTION DESIGN WORKSHOP
Solution design integrates technical input from the receiving organizations while maintaining a strong focus on benefits
WHAT & WHY
Purpose
To involve receiving organizations in designing the solution (new system, new organization, new way of working, etc.) To ensure that all discussions are rooted in the project's benefit case, also when getting into detailed solution requirement mapping
What is a solution design workshop?

An engagement with subject matter experts from receiving organization to map requirements and design solutions for the challenge in scope A chance to ensure that no critical decisions setting the scope of the solution are made unless they can be justified by the business rationale of the benefit case (structuring and prioritizing solution requirements) A chance to communicate the vision and validate the practical applicability of the benefit case when making the solution tangible and concrete (clear mapping of required changes to realize benefits)
Which requirements to address?
Will it deliver the desired benefit?
32
Facilitating a solution design workshop must balance the need for detailed solution discussions with the need for progress and decision-making
HOW TO APPLY
Key tasks
Before the workshop Develop purpose and agenda for the workshop, covering benefit case, change implications, etc. Engage with project members responsible for solution design to ensure the right balance between value realization and more technical discussions Spend sufficient time on joint discussions to validate and substantiate insights Continuously ensure that the benefit case is in focus (e.g. visualize the benefit case through wall posters) Keep an action list and parking lot to maintain focus make sure to follow up afterwards Spend time updating all relevant documents and communicating debrief to all participants Send out high-level communication to the broader audience to share workshop outcome

Identification of available subject matter experts in the receiving organization Completed core story and high-level benefit case Endorsement from senior stakeholders to carry on with solution design (e.g. having leaders set the scene for the workshop)
During the workshop
Tips and tricks Encourage people to speak up about their obstacles in regards to the project upfront ensuring a joint view on why we are changing Potentially have several iterations, while pushing solution design decisions every time Encourage prioritization of solution requirements, rather than building a long "wish list" Use workshop as testing ground for the benefit case directly in the receiving organization
After the workshop
33
Example: SWITCH Terminal Expense solution design workshop in GSC

EXAMPLES
34
35
PREPARE FOR CHANGE WORKSHOP
The prepare for change workshop aims to prepare leaders for driving successful implementation and anchor ownership of benefit realization
WHAT & WHY
Purpose
To ensure that leaders are committed to driving change and benefit realization To ensure that leaders understand the implications of the project in their organization (process, system, and people) To ensure that receiving organizations and the project team carefully address key challenges in implementing the new solution
What is a prepare for change workshop?

An engagement between the project team and managers responsible for benefit realization to increase awareness of the upcoming changes and initiate handover of benefit, process, and change ownership A chance to make the benefit case tangible for leaders by facilitating local benefit translation into the KPIs or operational dashboard metrics that the receiving organization uses to manage performance A chance to build commitment from managers towards the project by articulating the benefit case and a clear link to the strategic context A chance to make changes concrete, i.e. facilitating discussions of how daily tasks will change for impacted employees A chance for managers and project team to do joint planning of what is required to make implementation successful (action plan)
36
The workshop should be held just before go-live and focus on helping leaders translate impact and benefit realization into their organization
HOW TO APPLY
Key tasks
Before the workshop Develop purpose and agenda for the workshop, covering benefit case, change implications, etc. Develop workshop script outlining topics and desired outcome on a detailed level

Clearly signed-off benefit case leaving no room for adjustments/negotiation (if people are aligned on overall targets, benefit translation is much easier) Clear assignment of benefits to relevant benefit owners, including definitions and targets Clear end-to-end overview of elements hitting the receiving organization (testing, training, new roles, etc.) to be able to paint the full picture
During the workshop
Spend sufficient time on joint discussions to validate and substantiate insights on change implications and benefit targets
Force participants to be very specific and detailed when translating benefits Keep an action list and parking lot to maintain focus make sure to follow up afterwards Spend time on updating all relevant documents and communicating debrief to all participants Send out high-level communication to the broader stakeholder group to share workshop outcome
Tips and tricks Clearly articulate the workshop as a help for the leaders not a way to give them more tasks Allow people to speak up about their obstacles in regards to the project but be strict on spending time on local impact and benefit translation instead of questioning the highlevel benefit case or project Be very concrete when assigning names and end dates to all actions
After the workshop
37
Example: SWITCH In-house Cash prepare for change workshop in GSC

EXAMPLES
38
39
HANDOVER WORKSHOP
The handover workshop creates a formal point for handing over responsibility for benefit realization to the responsible organizations
WHAT & WHY
Purpose
To ensure that the new way of working and benefit realization are anchored in the business To send a clear signal that project support is closing down, and that the business is now driving benefit realization
What is a handover workshop?

An engagement with relevant leaders in receiving organizations after the project has gone live to represent the project close-down and formal handover of responsibility for benefit realization A structured way to follow up on solution implementation and benefit realization in a two-way dialogue between project team and receiving organization to prepare the business take-over of all responsibilities A chance to communicate a snapshot of project status, i.e. benefit development, survey results, input from end users, etc. to evaluate performance and initiate required actions if necessary
Project team Benefit case New way of working
Business
40
HANDOVER WORKSHOP
The workshop should be based on a fact-based evaluation of progress, and focus should be on project closure rather than defining new actions
HOW TO APPLY
Key tasks
Before the workshop Prepare both project team and business stakeholders to present status of progress Collect quantitative and qualitative facts to evaluate performance as well as available documentation to be shared Share project implementation status Share benefit and survey results Address outstanding issues in joint discussions to enable handover Share all facts and outcomes from the workshop

Collection of relevant facts about the solution roll-out (benefit target tracking, survey results, selected end user interviews) Available documentation of new solution Available training materials
During the workshop
Tips and tricks Timing of workshop should reflect that most technical issues, etc. have been addressed, so that full handover is actually realistic Engage heavily with relevant stakeholders early on to encourage mindset of a final handover Encourage open and upright discussions but keep focus on creating closure (e.g. clear actions, owners, and end date) If too many issues persist to fully hand over the project, do a "live" update of the exit plan
After the workshop
Communicate project close-down broadly
41
HANDOVER WORKSHOP
Example: SWITCH Vendor Invoice Mgmt. hand-over workshop

EXAMPLES
42
43
CHANGE READINESS ASSESSMENT
The change readiness assessment reveals current temperature towards and is used to adapt and differentiate future activities to anchor change
WHAT & WHY
Purpose
To assess the level of knowledge and attitude towards the project and identify change resistant segments To be able to differentiate the magnitude of change activities and communication approach to specific groups according to what is needed To increase change readiness (measuring change is part of the change activities in itself and can ultimately help increase buy-in)
What is a change readiness assessment?

An evaluation of awareness and readiness for the upcoming implementation through stakeholder interviews or surveys (re-assessment can potentially be required several times) A mapping of attitudes, knowledge, and behavior vis--vis the new way of working among people required to adopt the new solution Output of the mapping can be used to map stakeholders' level of adoption, which makes it possible to tailor the VR efforts accordingly
Awareness Awareness
Awareness Something is going on
Interest Interest
Trial Trial
Adoption Adoption
Denial/Frustration This is not relevant for me Make it go away
Accept & Integration I can see what is in it for me
Uncertainty
What will this mean to me

Depression This will never work Dialogue & Understanding
Could this work for me?
44
The assessment is based on input from key stakeholders and measures change readiness across knowledge, attitude, and behavior
HOW TO APPLY
Key tasks
Collect change readiness input through interviews (suggested 30-60 min) or questionnaire-based surveys Document observations and key findings Discuss results with key stakeholders and identify areas where change activities needs to be adjusted Initiate and follow up on actions

Mapping of relevant people for interviews Preparation of interview guides, documentation template, etc.
Knowledge
Do you know the overall benefit targets ?

Do you know when you will notice a change/impact? Change Readiness Do you know what will happen in your organization?
Tips and tricks Make sure to have senior stakeholders endorse the interview and logic behind (potential for resistance among interviewees) Make sure to share outcome with interviewees seeing ones input actively used helps build commitment Use output actively in getting VR on the mgmt. agenda, e.g. by proactively suggesting VR efforts
Behavior Do you feel able to communicate about the project? What have you done in terms of communicating to and motivating your organization?
Attitude What are your biggest concerns? What do you look most forward to? What feedback do you get from your employees? How can you contribute to making the project a success?
45
Example: SWITCH change readiness assessment in LOCs

EXAMPLES
46
47
ORGANIZATIONAL IMPACT OVERVIEW
The organizational impact overview takes the perspective of a receiving organization when mapping where and how the project will impact
WHAT & WHY
Purpose
To build a shared view on the complexity of the change within the project team and among receiving organizations To take the view of the receiving organization and build a holistic and transparent overview of what it will require to implement the solution successfully To create a fact-based foundation for prioritizing VR efforts to the areas with the greatest impact
What is an organizational impact overview?

An evaluation of impact on system level, organizational level, and process level for each organization impacted by the project An overview of where in the organization the project will hit and with what magnitude (i.e. how hard will the daily lives of our employees be impacted, how much of the benefits will be delivered, etc.) A basis for prioritizing between different parts of the organization to ensure that VR efforts are leveraged in the parts where they have the greatest effect (using the organizational impact overview as a reference when planning workshops, local benefit activities, training, communication, etc.)
48
The analysis provides insights used for prioritizing efforts and should potentially be done multiple times throughout the project
HOW TO APPLY
Key tasks
Collect information on changes through interviews with relevant stakeholders in the receiving organization, project team, HR information, etc. Document the information in a detailed table of the changes to systems, processes, and people for all departments and organizations Use the above documentation to create a high-level overview of the change impact to each organization Validate understanding with key stakeholders, re-iterate as needed Leverage overview when planning VR activities

Identification of key stakeholders with insights about the project and the organization (leverage project team upfront) Collection of relevant data to quickly build understanding (org. charts, FTE numbers, etc.)
Tips and tricks Force quantification (e.g. 1-5 scale) to calibrate between workstreams, organizations, etc. Conduct analysis as early as possible, even if it means some changes are kept very high level (A 70% version is much better than nothing) Reiterate the analysis multiple times as understanding improves throughout the project Good value in making assessment visual e.g. wall posters, brown paper, etc.
49
Example: SWITCH and OtC overall organizational impact

EXAMPLES
Mapping of impact from substream to the GSC organization

TO BE VALIDATED WITH GSC GSC
= High impact on people and/or processes = Medium impact on people and/or processes
The mapping shows impact on executional teams, hence BPOs are not shown, but will naturally be impacted by and partly drive change
Operations Cost Mgmt

Cost RTP
Finance Execution Lead

ATR REG
= Minor impact on people and/or processes
Transf. & BPO

ATR HQ CR Mgmt
BCO
Financial Business Design (FBD) Master Data Governance (MDGF) GRC Access Control
ATR
GRC Process Control Inhouse Cash Management (IHC) New General Ledger (New GL) Faster Closing Travel Expense Management (TEM) Time Charter (TC) No direct impact on receiving organization works as enabler for other substreams
PTP
Bunker Terminal Expenses (TE) Vendor Invoice Management (VIM) See detailed substream descriptions to further understand impact
Impact and benefit package | May 2013 | 5
GSC FIN ATR Regions

Impact and benefits
Process and System
Going from 2 separate processes for creation and change to 1 global standardized process using new MDGF-tool; no longer use SOLMAN (MDGF)
Going from manual handling of GRC access control to a fully automated GRC process (GRC-AC) Going from a manual process of monitoring risks and controls to an automated and integrated control functionality (GRC-PC)
STOP
Cost
RTP
ATR Reg
ATR HQ
CR Mgmt
BCO
TO BE VALIDATED WITH GSC
People and organization

CFOMs and Chief Accountants will handle MDGF requests (MDGF)
START
Benefits
Reduction in book close days

Reduction in existing audit findings One real-time report for financial data Reduction of SAP roles and accesses Reduction of bank areas in SAP Reduction of lead time for SAP access Reduction of lead time for new cost center Reduction of lead time for cost center updates Installation of an integrated dashboard FTE reduction in GSC
Using predefined user business roles and GRC for access requests (GRC-AC)
Getting a real time view of current status of key controls and identified risks (GRC-PC)
System supported error monitoring (IHC) Using new system during closing (New GL) Super-users, IBM, MLIT, CCC, BPO will not handle MDGF requests anymore (MDGF) Using end-user roles, manual SoD checks and raising tickets in Remedy (GRC-AC) Extracting manual reports (GRC-PC) Manually handling IHB tasks (IHC) Manual adjustment and consolidation of combined APMM and local GAAP (New GL) Analyzing control deficiencies and follow up, resolve control issues (GRC-PC) Handling exceptions for payments, statement postings, etc (IHC) Using standardized closing process (New GL) Extraction of financial reports in SAP using new input variables (FBD)
IHC will imply automation through system changes as well as changes to bank area structure and bank communication (IHC) Going form manual adjustments and complex consolidation of combined APMM and local GAAP to standardized parallel ledgers enabling easier consolidation and local reporting (New GL)
Impacting substreams
FBD
MDGF
GRC-AC
GRC-PC
AtR
CONTINUE
Significant changes to profit/cost centre structure in SAP (FBD)
IHC
New GL
TEM
TC
Bunker
PtP
TE
VIM
Impact and benefit package | May 2013 |
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INDIVIDUAL IMPACT TRANSLATION
The individual change impact assessment aims to prepare for leader-led change detailing the impact to individual employees
WHAT & WHY
Purpose
To create transparency on the impact of the new way of working on an employee's daily tasks To enable leader-led change by making change requirements very tangible To enable planning of VR efforts such as training, communication, etc.
What is individual impact translation?

A detailed mapping of all functional roles in the to-be solution to existing and new job positions, indicating the impact down to an individual level A detailed evaluation of which activities to start, stop, and continue doing for different job roles A tool for managers to manage expectations towards their employees: 1:1 or team meetings
Input for job descriptions, personal KPIs, etc.
How will my daily tasks be affected?
52
The analysis should ultimately provide a detailed view on which activities to start, stop, and continue for the individual employees
HOW TO APPLY
Key tasks
Conduct assessment of project impact on a functional level by engaging both project team and the receiving organization Develop overview of as-is and to-be process within each function and detail activities to start, stop, and continue Use a detailed template (e.g. in Excel) as a starting point for creating simple overviews to be used for presentation purposes in the receiving organization Use findings to plan training, communication, changes to system access, and updated job descriptions (either directly or through managers)

Insights from the organizational change impact overview Overview of different roles and functions impacted by the project in receiving organizations
Tips and tricks Push the analysis to cover a very detailed level of concrete tasks and individual employees (often the need for defining required behavior is underestimated by the project team) Share findings in easy-to-digest formats, e.g. overview of top-3 changes and the consequence in daily work (potentially illustrate findings with actual employee examples) Use this as a tool to make it easier for managers to translate concrete impact down to their team
53
Example: SWITCH individual impact overview for Vendor Invoice Mgmt. roles
EXAMPLES
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FOLLOW UP SURVEY
The follow-up survey aims to ensure change actually taking place and that end users have the required skills and behavior to realize the benefits
WHAT & WHY
Purpose
To enable a fact-based evaluation of whether people are actually able to carry out successful implementation and realize benefits To identify potential post go-live issues that might require additional VR engagement before project shut-down
What is a follow-up survey?

A quantitative analysis of implementation progress sent out as a questionnaire for end users upon implementation to follow up on change and investigate whether they are: sufficiently skilled to run new processes fully aware of changes to daily tasks comfortable with benefit realization taking place
The outcome of the survey should be used to assess the immediate success of a project (before benefits materialize) and clarify if additional actions are required
56
FOLLOW UP SURVEY
The survey is done after the new solution has been rolled out and provides an early indication of the likelihood of benefits actually being realized
HOW TO APPLY
Key tasks
Define overall scope of the survey Create questionnaire with a number of questions, balancing the need for a detailed understanding and the chance of people actually answering Liaise with project lead or relevant leaders in the receiving organization to send out the survey (include as part of another communication but make sure to reach end users directly) Document results to be used as part of handover, change documentation, SteerCo presentations, etc. Follow up on unsatisfying results to understand the need for mitigating actions in detail

Benefit case, change readiness assessment and change impact assessment for the organization in scope Timing of survey should be planned to match other activities to hand over responsibility to business and shut down the project
Tips and tricks Give participants the chance to fill in comments at least once in the survey, in particular where they are not satisfied Keep the survey short (less than 5 minutes) and express deep appreciation when sending out the survey in order to raise answer percentage Keep in mind that the survey aims to improve the chance of success not justify our value realization efforts
57
FOLLOW UP SURVEY
Example: SWITCH Vendor Invoice Mgmt. survey

EXAMPLES
58
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CHANGE MANAGERS HANDBOOK
The handbook aims to support managers in driving benefit realization by helping them set direction and empower their employees
WHAT & WHY
Purpose
To provide a source for guidance and inspiration for bringing the organization through a transition in an effective manner To help managers ensure successful implementation of the solution by equipping them with overviews and tools for engaging their employees and tracking change and benefits
What is a change managers handbook?

A hands-on guide providing managers with support to help them: Set direction for their organization (benefit ambition) Translate impact to their organization Ensure that the right competencies are in place Relevant material made available in an easy-to-digest format either for presentations or for sessions where they engage their organization (e.g. as input for team meeting discussions)
60
The change manager handbook provides a clear overview of benefits and changing processes as well as tools for reaching the new way of working
HOW TO APPLY
Key tasks
Evaluate what kind of materials the managers would benefit from in a handbook Develop content for the handbook to reflect three key levers for successful benefit realization: Clear direction: Awareness and understanding of the benefits and project purpose Clarity impact: Overview of global and local impact and changes to daily tasks Right competencies: Required skills to use new solution and realize benefits Deploy the manager guidelines as part of a handover workshop or when the project is shutting down encourage further cascading as relevant

Material from benefit case, start-stop-continue exercises, training plans and material, etc. Potential interaction with managers and/or project team to evaluate what help they could benefit the most from
Tips and tricks Push the guidelines towards use in a hard copy, e.g. A5 booklet format (difficult to have everybody read it, but 50% is also a success) Clearly articulate it as a free-to-use source of inspiration rather than a strict set of rules Make the content as concrete as possible, even if it requires several versions to different parts of the organization
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Example: SWITCH Vendor Invoice Mgmt. manager handbook

EXAMPLES
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STAKEHOLDER MAPPING
Stakeholder mapping is a prerequisite for planning meaningful stakeholder activities

WHAT & WHY
Purpose
To clearly identify and understand project stakeholders and stakeholder groups To enable targeted change and communication activities ensuring that all important stakeholders are taken carefully through the awareness-toadoption funnel
What is a stakeholder map?

A tool for identifying and keeping an overview of the project stakeholders' attitudes and levels of influence on the project A foundation for active stakeholder management, ensuring effective communication and commitment to change
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STAKEHOLDER MAPPING
All stakeholders must be included, and the map should be updated throughout the project to reflect developments in attitude or impact
HOW TO APPLY
Key tasks
Identify all stakeholders, including project team members, senior mgmt., receiving organizations, etc. Map the stakeholder groups according to: How much are they impacted by the project? Is their reaction to change positive or negative? Update stakeholder maps regularly

Collect existing stakeholder maps and organizational change impact assessments Interview project team members
Tips and tricks Make sure to include all identified stakeholders including non-impacted stakeholders who can affect the success of the project in any way
Use the map actively when planning communication, meetings, etc. (e.g. push stakeholder perspective when planning workshops)
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STAKEHOLDER MAPPING
Example: SWITCH stakeholder mapping

EXAMPLES
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PLANNING AND ISSUE MANAGEMENT
The stakeholder plan contains a structured overview of planned stakeholder engagements

WHAT & WHY
Purpose
To ensure that all stakeholders are handled properly during the project To be able to respond quickly to problematic stakeholders and avoid unnecessary noise To prioritize resources and activities towards stakeholders with the largest need for engagement
What is a stakeholder map?

An overview of stakeholder engagement activities, including: Long-term overview of planned engagements and recommendations Short-term issue management with a quick response modus to problematic stakeholders A tool to stimulate a higher degree of project buy-in and commitment to the project by incorporating differentiated activities and communications reflecting actual stakeholder attitudes
Stakeholder engagements
Awareness
Interest Trial
Adoption
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An updated stakeholder plan allows you to plan activities to address different attitudes and react quickly to problematic stakeholders
HOW TO APPLY
Key tasks
For each stakeholder group, outline success criteria for how best to handle its members Plan activities necessary for each stakeholder or stakeholder group to ensure project alignment, removal of barriers, and early handling of issues in order to make the project progress flow Update the stakeholder plan regularly and keep a separate issue management log to be in the loop and be able to react quickly to problematic stakeholders

Stakeholder mapping and change impact assessment Overview of existing communication infrastructure, e.g. leadership forums, website articles, etc.
Tips and tricks Be creative in building powerful ways of reaching out to stakeholders Do not treat all reluctant stakeholders the same way try to understand what their motivation is and then set out tailored actions handle it Some reluctant stakeholders are easier to manage if actions are signed off by senior management use SteerCo actively
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Examples: Stakeholder management tools from OtC

EXAMPLES
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COMMUNICATION STRATEGY
The communication strategy sets direction and structure for activities to ensure a consistent and well-thought-through experience for stakeholders
WHAT & WHY
Purpose
To ensure purpose-driven communication activities structured around major VR milestones To ensure a clear overview of roles and responsibilities regarding communication To provide a foundation for communicating plan and strategy to senior stakeholders
What is a communication strategy?

A clear outline of the communication approach: Scope of communication, including activities and recipients Principles when communicating, ensuring consistent and effective communication Key channels and media to use for effectful communication Person/people responsible for delivering communication to ensure that all planned activities are executed A direction and a common platform for program communication to be signed off by key stakeholders
Which channels to use?
Mass vs. targeted communication?
Which message?
What principles to follow?
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The strategy covers the full timeline of the project and is an integrated part of subsequent communication activities
HOW TO APPLY
Key tasks
Define the objective and high-level requirements to communication in the project Interview person/department responsible for internal communication to assess current communication principles and capabilities in the organization Align scope of major communication tracks (e.g. mass campaigns, mgmt. communication) with other project activities to ensure that all stakeholders are sufficiently engaged Develop a simple presentation with the key strategy takeaways to be used as an introduction when presenting the communication activities

Overall project plan and VR milestones Change impact overview and stakeholder management map and plan Overview of existing communication channels and forums
Tips and tricks Keep it simple content of the communication strategy should be self-explanatory with principles that cannot be questioned Liaise with sponsor and other stakeholders when defining the communication strategy Pay attention to the fact that the communication strategy must be clearly communicated to all project members (a prerequisite for a consistent high-quality receiving org. experience)
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Example: OtC communication strategy

EXAMPLES
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COMMUNICATION PLAN
The communication plan provides a clear overview of planned communications and ensures that all stakeholders are sufficiently addressed
WHAT & WHY
Purpose
To coordinate planning and execution of all communication activities To ensure that all stakeholders are being sufficiently engaged To be able to inform relevant key stakeholders about planned communication activities and who is responsible for executing them
What is a communication plan

A detailed overview for planning and keeping track of communication activities to be used by communication lead(s) A structured approach to outline main communication activities around project milestones (e.g. special attention around go-live)
Video campaign for web page Awareness posters for org. X SteerCo update Pre-go-live e-mail to end users Presentation on leader forum
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COMMUNICATION PLAN
The plan includes a high-level overview as well as a detailed list of activities to be used for execution
HOW TO APPLY
Key tasks
Start out by building a high-level plan addressing the most important deliverables Detail high-level plan into several detailed communication plans per relevant unit (e.g. sub-project, organization, activity, etc.) Create a full mapping of all planned communications (.xls) with a detailed description of the task for upcoming communications including responsibility, timing, etc. Revisit the communication plan continuously, especially if additional stakeholders are identified or project timelines are being moved

Communication strategy Stakeholder mapping and plan Overview of existing communication channels and forums
Tips and tricks Make sure that the main responsibility for executing on the communication plan is centered with a few people, and that their mandate is clearly communicated (to avoid too much inconsistency and a streamlined recipient experience) Make sure to have a long outlook in the communication plan to avoid too much fire fighting
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COMMUNICATION PLAN
Example: High-level and detailed communication activity overview

EXAMPLES
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KEY MESSAGES
The key message house provides a clear, top-down articulation of a given topic and is used as a starting point for actual communication
WHAT & WHY
Purpose
To enable all communicators to outline a clear and top-down key message to be used for communication To ensure a consistent approach to communication following best practice communication principles
What is a key message?

A clear and to-the-point formulation of the message to convey and the topics to be included, which serves as a foundation for executing communication content An easy-to-use tool kit used by project members or other stakeholders when sending out communications without diving into technical details, but addressing the key questions that recipients might have
Tagline What are we talking about? Why should you care?
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KEY MESSAGES
The key messages provide clear answers to "why and what"

HOW TO APPLY
Key tasks
Collect key messages through benefit case material and interviews with project members to answer: "Why are we doing this?" "What is it?" "Why should the receiver care?" Share and potentially iterate the master messages with relevant stakeholders to ensure that they are clear and crisp If relevant, use the master message house as a starting point when using external communication vendors for more creative work Update or expand the master message house as the project progresses

Stakeholder map and communication plan Relevant project material, such as business/benefit case, core story, change impact material, etc.
Tips and tricks Do not neglect this task, even if key messages are currently clear (getting sign-off on a key message level is a powerful way to create commitment and joint understanding) Ensure that the message house is a guideline for messages, not a strict dictation of wording
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KEY MESSAGES
Examples: Key messages for OtC and SWITCH MDGF stream

EXAMPLES
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COMMUNICATION EXAMPLES
Example: Awareness campaigns

EXAMPLES
DIVERSITY IS NOT ALWAYS A GOOD THING!
WHICH WAY WOULD YOU CHOOSE?
WORK IN PROGRESS
Standardizing and simplifying Master Data Governance for Financials (MDGF) will ensure a solid and stable foundation to keep track of capital flows in a fast paced environment. MDGF will ensure standardized transparent data and decrease errors and delays in book keeping and book closing processes. Please help us make MDGF successful.
What we price is what we quote is what we book is what we invoice is what we deliver.
Sounds easy. Lets make it so.

Automating the Terminal Expense (TE) process enables us to do things the simple way benefiting both our customers and Maersk Line. The new TE process will eliminate manual creation of purchase orders and thereby improving PO timeliness and accuracy and, ultimately, trust in numbers. Please help us make TE successful.
Insert department name via View/Header and Footer
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Example: Structured go-live communication in standard mail format

EXAMPLES
Go-live "Get ready for go-live" "We are live" "Benefits starting to realize"
Handover "Business is now in the driver's seat"
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Example: Web page articles and videos

EXAMPLES
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TRAINING APPROACH AND PLAN
A structured approach to training is needed to ensure that receiving organizations are sufficiently equipped to adopt the new way of working
WHAT & WHY
Purpose
To enable sufficient and structured planning of training activities, customized to the needs of the receiving organization in scope To manage expectations and align on training principles, etc. with key stakeholders before developing training material
What is a training approach and plan?

A tool to identify competency gaps and training needs to be able to define training requirements: Who should be trained? What should the training accomplish? How to carry out training activities most efficiently? The training plan outlines the schedule for the training activities, training instructors, training medium as well as training material, providing a detailed overview of training to be shared and communicated with relevant stakeholders
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The training approach provides a detailed overview of the planned training activities including modus, timing, and channels used
HOW TO APPLY
Key tasks
Training approach: Identify competence gaps from "before" and "after" for each functional role Evaluate the need for training for each relevant unit (e.g. location, function, role, etc.)

Individual change impact assessment defining overall changes required for each functional role Organizational charts to define the number of people with a competence gap to address Insight into existing training structures and materials (where is training normally anchored)
Training plan:
Develop overview of training activities:

Modus: Who is responsible for execution? Timing: When, where, and for how long? Channels: Classroom, e-training, manuals, etc.? Include detailed plan for milestones and necessary preparation and preparation tasks to the organization Test with key stakeholders to align vis--vis other projectrelated activities (training may require several resources from receiving organization)
Tips and tricks Be very critical when evaluating the need for inperson training, potential train-the-trainer setup etc. (How big will actual competence gap be?) Place end user training as close to go-live as possible to ensure relevance and focus If possible, leverage existing training structures to ensure strong anchoring Be real upfront in communicating resource pull so that receiving organizations can prioritize accordingly
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Example: Training approach, timing, and high-level agenda for SWITCH

EXAMPLES
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TRAINING EXECUTION
Training execution must carefully balance the need for a basic skill upgrade with more change-oriented education in the new way of working
WHAT & WHY
Purpose
To ensure high-quality training material to maximize outcome of training activities To ensure that training is not only used to increase technical skills, but also educates end users in the new way of working and why we are changing (the change ambassador approach)
What is training execution?

Development of structured, high-quality training materials such as presentations, manuals, FAQ, etc. in order to reach the desired outcome for the different training activities planned Execution of training activities e.g. towards local super users or end users to ensure that the right messages are conveyed and that the recipients are not only given skills necessary to use the new process, but are also incentivized to change behavior
Execution of a follow-up skill check to ensure that the training has actually had the desired effect
Content development
Training (skill upgrade)
Follow-up
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TRAINING EXECUTION
Strong efforts must be put into preparing the different training activities to ensure high quality and effectful training experiences
HOW TO APPLY
Key tasks
Decide what material is needed for each training group and medium (train the trainers, end users) including: Manuals, lists of FAQ, etc. Online course presentations and exercises Classroom presentations Structure potential training sessions around: Introduction with link to benefits, strategy, etc. As-is and to-be process, with screenshots and examples Exercises or lab sessions Follow up on training through skill checks, distribution of training material, etc.

Finalized training approach and plan Suggested input to training introduction such as: Core story Benefit case Organizational impact translation Existing training materials
Tips and tricks Do now treat training as a separate task if possible, combine training execution with other stakeholder activities (taking the receiving organization's perspective of what will "hit" the organization) Invite local trainers in the creation of materials to build confidence and ownership along the way not just when handing over material
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TRAINING EXECUTION
Example: SWITCH classroom training agenda for MDGF and user quick guide for TEM
EXAMPLES
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WORKSHOP SCRIPT
Tools used to properly prepare for stakeholders engagements by being very clear on content, process, and desired outcome
INSTRUCTIONS What and why? A document outlining all elements of the workshop How does it work? Apply before hosting a workshop The workshop script includes purpose and agenda, a participant list, and a detailed description of each element of the agenda Process and desired outcome Tips and tricks Make sure to develop the workshop script well before hosting the workshop Be very explicit about the outcome of all exercises and the purpose of using different tools so that facilitators share a common understanding
Facilitator(s)
Input/material
The script demands thorough preparation for a well-structured and impactful workshop
M 6
T 7
O 1 8
T 2 9
F 3
L 4
S 5
10 11 12
13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
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WORKSHOP SCRIPT
Example: Workshop script for SWITCH GSC leadership workshop

EXAMPLES
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WHAT DOES SUCCESS LOOK LIKE?
Exercise to develop an aligned view on success criteria for a workshop

INSTRUCTIONS What and why? An interactive session where the team gets to discuss in groups how they define the success of the workshop How does it work? Use exercise to activate people by asking all groups to document their success criteria on post-its Consolidate all success criteria and either present or let participants present for the rest Refer to success criteria during the workshop if multiple workshops, refer to this in the beginning of each workshop Tips and tricks Make sure participants understand the difference between success criteria for the workshop Make sure to ask for buy-in when presenting consolidated success criteria Make outcome visible during workshop and revisit Make sure people apply their own perspective and not just repeat previous input No unrealistic success criteria (your chance for expectation alignment)
To align expectations about project and workshop among participants
Duration 10-20 minutes
Timing in workshop During introduction
Materials required Flipchart, post-its
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WHAT DOES SUCCESS LOOK LIKE?
Example: SWITCH NGL blueprinting workshop

EXAMPLES
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FIRST SIGNS OF SUCCESS
Exercise to create a shared view on the future ambition among participants

INSTRUCTIONS What and why? A workshop exercise on tangible signs of success for the project How does it work? Use exercise to get participants into the right mindset of working towards a common goal Can be done in plenum and as individual work Tips and tricks Ask for everyone's buy-in in the discussion phase of the exercise Gather all "first signs of success" and "first signs of failure" to consolidate and use for the second plenum discussion Consider it as a "soft, no numbers" way of initiating difficult benefit case discussions
To get people to commit to work towards a common goal To ensure joint understanding of signs of success and failure
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FIRST SIGNS OF SUCCESS
Example: SWITCH Terminal expense handover workshop

EXAMPLES
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YOUR ROLE
Exercise to create an outline of all participants' role during the workshop

INSTRUCTIONS What and why? A workshop exercise to clarify the participants' role during and after the workshop How does it work? Use exercise as an icebreaker when people introduce themselves Ask all participants to present themselves and what their role is in the workshop: 1.What is your role? Tips and tricks Be very specific and provide examples when presenting the exercise (e.g. start with yourself) Make sure documentation is visible during the workshop, either as a poster or hand-out Do not rush through this exercise, and make sure that everyone has understood and accepted before moving on
2.What does it mean in practice?

3.How will you contribute to the success of the workshop/project?
To get people to commit to work towards a common goal To ensure that participants understand what you and other participants expect from them during and after the workshop
Materials required -
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YOUR ROLE
Example: SWITCH GSC Terminal expense blueprinting workshop

EXAMPLES
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GROUND RULES
Exercise to get participants in the right workshop mode to enable good and outcome-focused discussions
INSTRUCTIONS What and why? Ground rules are a list of rules that the group decided to follow during the workshop How does it work? Use exercise to either dictate rules (e.g. to manage scope of discussions) or involve participants in defining the rules Ask participants to state their key ground rule, write it on a post-it and put it on a flip chart Consolidate and summarize all ground rules in plenum or during the next break Refer back to the ground rules during the workshop to manage discussions To create a common set of ground rules that people feel committed to adhere to Tips and tricks Articulate as the participants' own set of ground rules to make them part of ensuring workshop success Make sure the outcome is visible during the whole workshop, either as a poster or hand-out Do not expect the participants to remember and adhere to the ground rules immediately
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GROUND RULES

EXAMPLES
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CORE STORY GAME
Exercise to enable participants to understand the core story in detail

INSTRUCTIONS What and why? An interactive session where the team builds the SWITCH core story in groups How does it work? Use exercise as an energizer Structure exercise around introduction, group work, and presentation/discussion Exercise materials include: One storyboard One card game with multiple core story sentences Ask people to build the story by structuring sentences in a logical manner To give participants an opportunity to explore the core story themselves To increase team interaction and spirit Make core story visible during the rest of the workshop - in hand-out or as a poster Tips and tricks Consider selling the exercise as a competition (who builds the right core story first?) Make sure you as facilitators know the core story well Help groups in the right direction, so they do not learn the "wrong" core story Propose participants to bring the game home and potentially use it with their employees Do not ask the groups to present their solutions it is timeconsuming and may create confusion if wrong
Duration ~1 hour
Timing in workshop Flexible
Materials required A3/A2 storyboard, small core story sentences
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CORE STORY GAME
Example: SWITCH GSC leadership workshop

EXAMPLES
113
BARRIERS AND SOLUTIONS
Exercise to address issues in a solution-oriented way

INSTRUCTIONS What and why? An interactive group session in two parts aimed at addressing negative thoughts and increasing commitment How does it work? Us it to encourage free speech on issues or to conclude on long technical sessions First part, ask participants to come up with all the barriers, issues, problems, etc. they can. (Everything that can hinder the project from being a success) Next, groups exchange barriers with each other and try to come up with answers to each barrier To allow participants to reflect on the content and how it will affect their organizations To create a solution-oriented mindset for the workshop Use a consolidated barrier and solution document as valuable communication material afterwards (given that everything can be addressed) Tips and tricks Encourage people to be honest (everything on the table) Ask people to be concrete when writing and presenting barriers and solutions Encourage open discussions of the solutions and potentially prioritize between solutions Remember to review all barriers and solutions with the participants everything must be addressed Do not close a discussion before reaching a conclusion
Duration 30-60 minutes (or longer)
Timing in workshop Flexible and potentially repeated
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BARRIERS AND SOLUTIONS

EXAMPLES
115
PRIORITIZATION
Exercise to facilitate evaluation of different solutions to keep discussions focused

INSTRUCTIONS What and why? A prioritization exercise to support in deciding between solutions, if several solutions have been presented How does it work? Take the team through three steps to structure the decision: Identify decision criteria Identify solutions for analysis Evaluate to which degree the solution fulfills the decision criteria including the as-is situation for comparison Use this method to allow for qualitative arguments to be quantified To compare and prioritize between solutions To force conclusions and decisions Tips and tricks Provide examples of decision criteria when presenting the exercise Challenge decision criteria (do they support the overall project objectives) If necessary, involve project team in facilitation (it quickly becomes quite technical) Balance how detailed a solution needs to be for a decision to be made (balance having thorough discussions and forcing progress/decisions)
Duration ~30 minutes (or longer)
Timing in workshop Flexible
Materials required Relevant posters
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PRIORITIZATION
Example: Exercise in SWITCH Bunker blueprinting workshop

EXAMPLES
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COMMUNICATION DRESS UP
Exercise to prepare leaders to communicate changes in their local organization

INSTRUCTIONS What and why? An interactive group session focused on communicating key messages How does it work? Use exercise to prepare leaders for driving implementation while forcing commitment to the project Ask people to: Discuss how to best interact with the key stakeholders Tips and tricks Make sure participants use the output from prior sessions as input Be concrete ("who are the main stakeholders, how to engage them, what to say") Make sure that the groups document discussions, and are aligned on key messages Encourage participants to use the output as a communication "cheat sheet"
Decide on key messages to tell each stakeholder group

Output from the session is valuable communication material and can be included in workshop debrief package To help leaders prepare for acting as local ambassadors To consolidate and summarize key communication points
Duration ~30 minutes
Timing in workshop Last part of workshop
Materials required Materials
118
COMMUNICATION DRESS UP
Example: SWITCH GSC Vendor invoice mgmt. blueprinting workshop

EXAMPLES
119
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+++/EBI
Exercise to make participants reflect on what has happened during the workshop
INSTRUCTIONS What and why? Daily feedback where participants express what has been positive and what would be improved (Even Better If) How does it work? Ask participants to write positive feedback on one post-it and EBIs on another Ask people to be constructive (rather than focusing on the negative, they should state what could be better) Consolidate all post-its, summarizing the feedback into max five +'s and five EBIs Tips and tricks Recap feedback when starting the next day Make sure that people focus on both content and process Make sure to focus on improving the EBIs, so people feel that they are taken seriously Do not spend too much time on this exercise Do not let participants focus on the EBI part only (use exercise to reinforce the positive momentum created during the day)
Get instant feedback to build on in the next days Force participants to reflect and take ownership for making the workshop a success
Timing in workshop End of each day (not last day)
Materials required Flip-chart, post-its
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+++/EBI
Example: Wrap-up in GSC leadership workshop

EXAMPLES
123
KEY INFO QUIZ
Exercise to make participants reflect on the most important take-aways

INSTRUCTIONS What and why? A quiz prepared by the participants for the participants How does it work? Use as an energizer/wrap-up Ask participants to come up with two questions based on what key takeaway the other participants should take with them from the workshop Ask participants to come up with three alternative answers and present for rest of the group Consolidate the questions and answers and communicate in postworkshop debrief To allow participants to reflect on conclusions/learnings To create a fun and interactive communication for stakeholders not present in the workshop Tips and tricks Make sure participants write alternative answers and mark the correct ones Distribute the right answers both to the participants as well as in the newsletter Do not include complex questions that need explanation to be understood by nonparticipants No questions based on sensitive information (e.g. FTE reduction)
Timing in workshop As part of wrap-up
Materials required Flip-chart, post-its
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KEY INFO QUIZ

EXAMPLES
125
COMMITMENT CARDS
Exercise to encourage participants to articulate their support to the project

INSTRUCTIONS What and why? A teambuilding exercise where each participant reflects on and articulates his/her commitment to the project How does it work? Ask participants to write a personal story stating his/her commitment to the project Ask participants to present commitment cards to the rest Make commitment cards visible to all participants If you have multiple workshops, remember to use commitment cards during the following workshops, reminding participants what they committed to To increase ownership and commitment and finalize workshop with high energy Consider using as input to a word cloud after the workshop Tips and tricks Ask everyone to write clearly and state their name and organization Encourage, but do not force, people to share their commitments Do not distribute/share the cards outside the workshop
Timing in workshop Last part of workshop
Materials required Cardboards or post-its
126
COMMITMENT CARDS
Example: SWITCH In-house Cash blueprinting workshop

EXAMPLES
127
HEART OVER MIND
Exercise to track participants' commitment to the project during a workshop

INSTRUCTIONS What and why? Daily exercise to provoke discussions and build commitment to the project How does it work? All participants are "given" a token, which they are asked to remember Each day, participants are asked to place their token in relation to two axes: "The mind" axis indicates the level of rational understanding of the project "The heart" axis indicates the emotional belief in the project Take a photo of the matrix each day to track development Forms the basis for evaluating commitment to the project Gives facilitators a chance to adjust content during a workshop On the final day, make a summary using the photos and have a discussion around the development Tips and tricks Make sure that everyone understands the matrix Make sure that everyone gets and remembers their token Allow time to go through the development when wrapping up (why did you move?) Do not ignore negative development, instead use it as point of discussion on how to improve commitment Do not ignore tokens that are not moving. Have they forgotten about them or are they not changing their commitment?
Timing in workshop As part of wrap-up
Materials required Brown paper, tokens
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HEART OVER MIND
Example: SWITCH In-house Cash blueprinting workshop & OtC blueprinting workshop
EXAMPLES
129

Value Realization - Toolbox and Deliverables - FINAL

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Value Realization - Toolbox and Deliverables - FINAL

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- Toolbox and deliverables

Overview of value realization tools and deliverables

Benefit definition & anchoring

Translation & leader engagement

Transition management activities

Change managers handbook

Workshop preparation Workshop script

What is a business case?

Costs & risks

Preparation and input

Examples: Business case documents for SWITCH and OtC

Overview of value realization tools and deliverables

Benefit definition & anchoring

Translation & leader engagement

Transition management activities

Change managers handbook

Workshop preparation Workshop script

What is a business case?

Company overall strategy

Preparation and input

Examples: Core story pages for SWITCH and OtC

Overview of value realization tools and deliverables

Benefit definition & anchoring

Translation & leader engagement

Transition management activities

Change managers handbook

Workshop preparation Workshop script

What is a benefit case?

Preparation and input

Examples: Benefit case pages for SWITCH and OtC

Overview of value realization tools and deliverables

Benefit definition & anchoring

Translation & leader engagement

Transition management activities

Change managers handbook

Workshop preparation Workshop script

What is a benefit case booklet?

Benefit case encyclopedia

Preparation and input

Examples: Benefit booklet outline for SWITCH

IT ~10 page benefit overview

Overview of value realization tools and deliverables

Benefit definition & anchoring

Translation & leader engagement

Transition management activities

Change managers handbook

Workshop preparation Workshop script

What is benefit translation?

Preparation and input

Example: Benefit translation in SWITCH Vendor Invoice Mgmt. workshop

Overview of value realization tools and deliverables

Benefit definition & anchoring

Translation & leader engagement

Transition management activities

Change managers handbook

Workshop preparation Workshop script

TRACKING MODEL AND DASHBOARD

What is benefit tracking?

TRACKING MODEL AND DASHBOARD

Preparation and input

TRACKING MODEL AND DASHBOARD