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Change Management Guide 15
Build Your Change Management Approach
Build your change management proposal (continued)
Your change management approach needs to be the right fit for the
culture and context of your organization.
Make it play to your native strengths. If you’re a franchise-driven
company, you likely have a large population of self-learners. This can lead
to a more informed allocation of, say, your training budget.
Use the information you gathered from discussions with your project
team about past changes at your company. You can also use these
questions to design your change management approach:
• Whose support do we need to make the change successful?
Look
at previous rollouts of new tools by your company and you’ll
likely identify teams that played a key role. Perhaps you engage the
Sales or Marketing teams. Or you focus on buy-in from the division
heads or support from your organization’s key business functions—
from HR to Finance.
• Where are users located? A company with distributed offices and
geographical spread may require geographic representation on your
team, or, at the minimum, a point person charged with tracking their
user needs and responses. Also, be aware of specific language needs.
• What type of user groups exist in the organization? Are some
people power users of calendar? Are others principally interested in
improved collaboration? What about service groups—for example,
flight attendants for an airline—whose needs differ from the
company mainstream?
Focus on the value of change management Learning from Solarmora, a fictionalized company
Andy had learned a lot about change management.
He put together a detailed timeline and charts
outlining the change management activities. Now
was his chance to present to his project team for
support.
Oops! Andy didn’t explain the value of change
management. He showed his timeline to the project
team. Their reaction? They needed to invest time
and resources in their data migration strategy and
not in change management.
Andy realized he needed to make the case for
change management before diving into the details
of execution.
In a follow-up meeting, he focused the discussion
on the value of change management and included
specific examples of why it works.
He shared stories of other Google Apps customers,
and referenced IT projects at Solarmora affected by
lack of change management—one was delayed due
to a scramble for last-minute training and another
project was poorly received by users when IT
released it with little communication.
With this information, the team was convinced that
change management was integral to the transition
and encouraged Andy to present to the CIO.
“We realized very early on that change
management is essential. It was part of
our initiative from the very start.”
—Bernd Huber, Director Enterprise
Architecture Infrastructure,
Diversey
Diversey is a commercial cleaning company
based in the United States. It has 14,000
Google Apps users.
- Going Google 1
- —The Google Apps Team 2
- What’s in this Guide 3
- Change Management Matters 4
- About this guide 5
- Services, Bergelectric 6
- What changes am I managing? 7
- The Google Apps Rollout 8
- Phase 2: Early Adopters 9
- What else is happening? 12
- Walt Oswald, Corporate Vice 13
- Mobility 13
- Management Development & 14
- Training, Ahold USA 14
- Architecture Infrastructure 15
- Diversey 15
- Secure executive support 16
- —Carol Dewitt, CIO, BI-LO 17
- Management, Onix Networking 18
- Step 2: Bring together staff 19
- What do you leave with? 20
- Phase 1: Core IT 21
- Profile your user community 22
- Karl Lamberth, Senior Vice 24
- Cloud Sherpas 24
- Coordinator, KIO Networks 25
- —Nathalie Massis, Marketing 26
- Manager, Soluciones Orión 26
- Step 1: Build the team 27
- —Susan Glynn, Senior Manager 29
- Delta Hotels and Resorts 30
- The Roche Group 31
- Services Director, Journal 32
- Communications 32
- Phase 1: Core IT 33
- Complete the training plan 37
- Tracey Flynn, Training and 39
- Communications Manager 39
- SADA Systems 39
- Send key messages to users 40
- —Christina Jobes, Change 43
- Management Lead, The Weather 43
- Step 3: Complete your roster 44
- Management and Training 45
- Victor Alhadeff, CEO 46
- Boost eLearning 46
- Jennifer Calderone, Training 49
- Tempus No va 49
- Architect, MeadWestvaco 50
- Ahold USA 51
- —Tony Bianco, President 52
- Cloud Computing Division 52
- Onix Networking 52
- —Mark Steward, IT Director 53
- Baird & Warner 53
- Technology, Genentech 54
- Leader, Flexion 57
- Phase 2: Early Adopter 59
- —Dana Murphy, Director, OTD 61
- —Jim McNelis, Principal and 63
- Founder, Dito 63
- —Peter Herrmann, Solution 64
- Architect, Mortgage Choice 64
- Holocaust Memorial Museum 66
- Assess team change impacts 70
- Send a user readiness survey 72
- Phase 3: Global Go-Live 73
- —Andrew Kneebone, Project 75
- Manager, Visy 75
- Complete training materials 81
- Patrick Liew, CIO, HSR 82
- Management Coordinator 92
- —Greg Tait, Google Apps 95
- Administrator, Fairchild 95
- Semiconductor 95
- —María Cristina Peláez 97
- —Patricio Diez, Change 99
- Management Director, Revevol 99
- Solarmora has Gone Google 100
- Customer Examples 101
- Change Management Guide 103 103
- Brady Corporation 103
- Genentech 104
- Change Management Guide 105 105
- Softbank 105
- Salfacorp 106
- Change Management Guide 107 107
- Ne ratez plus 108
- Google Guide 109
- LAN Airlines 110
- We can help! 111
- The Weather Channel 112
- Customer Acknowledgements 113
- Google for Work Partners 115
- List of External Resources 116
- Phase 2: Early Adopter 118
- Phase 3: Global Go-Live 119
- Life After Go-Live 120
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