Managing the End-to-End Change Management Journey (6/6)
This is the 6th and final post on change management in data and platform driven organizations. It discusses how Tellusant covers the entire multi-year change process, and not only the technical installation.
Tellusant views the successful change effort as a three to five year journey. It is not only about the technicalities. The much larger effort is to change and routinize executives’ and analysts’ behaviors.
Our framework has four components:
1. CREATE VISION AND PLAN the initiative. This takes place over a couple of months.
- What are we aiming for?
- What needs to be improved?
- Why will the future be better than the past?
- Which TelluPlan modules exist and how do they need to be modified?
- What does the installation plan look like with timeline and responsibilities?
- What are the resource needs and the contractual arrangements?
2. INSTALL TelluPlan. This includes:
- Create the platform infrastructure.
- Build harmonized data feeds from company own data merged with TelluBase data.
- Adapt and install TelluPlan to fit the company’s needs.
See our 5th post on the install phase.
This is an intense, but fairly simple phase. After this, the managerially more challenging rollout starts where users need to change their daily behaviors.
3. ROUTINIZE platform usage. The goal is to shift the organization from creating multiple versions of the same output using the different methods, to using one version of the truth with standardized outputs.
These outputs will no longer be PowerPoint decks supported by Excel spreadsheets. They will be web-based standard templates largely auto-populated.
Part of routinizing is also to have users suspend disbelief. It is human nature to think “I don’t understand the output so I will create my own models.” This instinct has to be overcome.
Such changes take time. We estimate 3–5 years and they require CxO support throughout.
4. SUPPORT & MEASURE is required to make the routinization a reality.
- Provide training, annual events, have a primary and secondary help desk, create a video library on how to, and more.
- Create budgets that allow people to learn. Oftentimes, initiatives fail because there is no money available to adopt the new practices.
- Update existing modules and roll out new modules based on user needs. Nothing is more motivating than useful novelty.
Measure has these OKRs:
- User satisfaction
- Time saved
- Productivity improvements (headcount reduction)
These four components cover the change effort. The company will drive much of this itself, we will participate in some parts, and our change management partners may play an important role.
* E.g., described in a chapter of Tom Peters’ book “Liberation Management” (1993).