Change Management Strategy Proposal

Report
Change Management Strategy
Enquiry & Contact Management Project
June 2014
Perceptions & Performance
Purpose
High
Expectations
Better than
before
Realise Effort
& Complexity
Reduce the depth &
duration of the dip
Time
Light at the end
of the tunnel
Frustration
University of Adelaide
2
Scope and Objectives
Stakeholder Engagement
Communication
Training & Development
Understand and respond to
needs, interests and concerns
Active and visible
sponsorship
Identify the skills, knowledge
and behaviours required
Manage expectations
Make explicit roles and
responsibilities
Build and maintain awareness
and understanding of the
need for change
Training and job aides (e.g.
quick reference guides)
Build shared ownership of
solutions through
participation
Information in the right
format, at the right time and
with the desired impact
University of Adelaide
Opportunities for practice
and feedback
To Be Designed
3
Change Management Strategies
Process Change
Individual Transition
Design
Configure
Test
Deploy
University of Adelaide
Awareness
Desire
Knowledge Ability to
Reinforce
of need to
change
to support &
participate
of how to
change
& sustain the
change
implement
skills &
behaviour
Sponsorship, Leadership,
Communication
Participation, Coaching,
Managing Resistance
Training, Coaching
Sponsorship, Coaching,
Reward & Recognition
4
Managing Stakeholders
• Identify stakeholders
Low
• Understand needs, interests,
Impact
concerns and attitude to change
• Manage according to influence and impact
• Assign responsibility
High Influence
High
Impact
Low Influence
No.
Unknown
Resistance
Acceptance
Supporter
Advocate
Key Player
24
1
2
2
13
6
Keep Satisfied
17
7
6
4
Keep Informed
15
9
3
2
Minimal Effort
11
6
4
1
67
23
15
20
University of Adelaide
2
1
7
5
5 Work Streams Led by Subject Matter Experts
Prospective
Students
Marketing
Campaign Services
(Lead Capture &
Management)
(Lead Generation &
Administration)
 Contact recorded
 Responding to
enquiries
 SLAs, responsibilities
& opportunities for
workforce
optimisation
 Measures and
reports to track
progress
 Integrate customer
feedback into the
BAU process
 Case Management
TBD
 Lifecycle, segments
& value propositions
for prospective
students & schools
 UG pipeline
management (with &
without Agents)
 Contact
management for
Schools and
Agencies
 KPIs and standard
reports
 Campaign work flow
 Client lists
 Content
development &
approval
 Personalisation &
variations
 Contact
management
guidelines
 Track, analyse and
respond to campaign
outcomes
 Generating leads for
PG study
 KPIs and standard
reports
 Framework
 Development of
content for “Go Live”
 Content governance
and maintenance (i.e.
author, review,
approve & publish)
 Integrate with
internet/intranet
 KPIs and standard
reports
Student Administration
Office Future Students
Faculty of Professions
Ask Adelaide
Enquiry & Contact
Management (Email,
F2F, Phone)
University of Adelaide
Knowledge Base
(Self-Service/Web
Enquiry)
Technical &
Systems
Administration
 Identity
management & deduping
 Data definition &
management
 Development of use
cases &
configuration plan
 Workspaces
 Data migration &
integration
 Testing
 Deployment
Technical Services - Neil
Feakin
6
Critical & Multi-faceted Role for Managers
Process Focus
People Focus
Work Streams
E&CM (incl. Case Management)
Prospective Student Lead Mgmt.
Outbound Marketing
Knowledgebase
Technical
Team & Individual
Awareness
Desire
Knowledge
Ability
Reinforcement
Sponsor/
Senior
Leaders
 Consulted/Validate UoA
approach
 Understand impact on local
process
 Participate in testing & pilot
training (as able)
 Support end users
Reference
Group
University of Adelaide
Managers
Change
Agent
 Consulted/Validate
Change Management
approach
 Tailor communication
for local teams
 Monitor engagement
 Support Managers
7
Process for Developing Procedures &
Communication
Preparation
Design UoA Approach
Communication &
Confirmation
Select SMEs
Review best practice based on OOTB
solution and other University practice
Brief Managers and Change Agents
who then tailor communication to
local team(s)
Induct SMEs
Consult/involve Reference Group to
validate design and provide feedback
on local impact
Manager/Reference Group describe/
explore change with staff and provide
feedback to SME
Confirm & communicate Work Stream
outcomes & design/configure process
Utilise fit for purpose customer forums
(as appropriate)
SME finalises recommendation ,
submits to E&CM Board for approval
and confirms outcomes with
stakeholders
Select & brief Reference Group
participants
Document recommended approach.
Develop communication with Change
Manager
Managers confirm outcome with staff
University of Adelaide
8
Communication – Key Messages
Managers will receive communication templates to support their active role in the
communication plan. These will be based upon the following key messages:
Our Purpose:
To deliver an enterprise solution for enquiry and contact management and a foundation
for an integrated customer relationship management platform for the University
What is the
strategic intent?
E&CM is the first phase in a
longer term program that
focuses on customers as a
strategic priority
To improve our customers
overall experience by
understanding, connecting and
serving them better
Customer insight and
operational analytics will help
us deliver cost-effective
services
How will this be
executed?
Our relationships with
customers will be coordinated
on a “whole of University” basis
Our communications will be
customised to meet the needs,
interests and preferences of
our customers
Technology will enable an
integrated, single view of
customers over time and all
channels of communication
What are the
benefits?
A distinct and professional
reputation that “future proofs”
the University in a highly
competitive and consumer
driven market
Increase the mutual value of
customer relationships over
time
Greater capacity for selfservice, continuity in service
delivery and better use of
resources
University of Adelaide
9
Communication – Tailor Content &
Level of Detail to the Audience
University Wide
• All University Employees
• University Engagement
Branch
• Marketing &
Communications
• Technology Services
• Online Media
• Technology
Services
University of Adelaide
In-Scope Faculties & Departments
• All DVCA Employees
• DVCA Management
• DVCA Faculty Group
Strategic
Intent
High Level
Implementation
Detailed
Implementation
•
•
•
•
Faculty Executive Teams
Faculty Offices
Executive Director Mgmt. Team
Student Services & Admin Team
•
•
•
•
•
•
•
All Faculty Marketing
Ask Adelaide
Student Administration
Office of Future Students
International Office
Faculty of The Professions
All Faculty/School Student
Services (Design &
Configuration focus)
10
Evaluating Stakeholder Management &
Communication
Monthly reviews of stakeholder plan
Mid-project review with relevant management teams

What’s working?, What’s not working?, What’s missing?, What’s working but
adding no value?
Surveys to monitor employee’s awareness & attitude to the change



After the initial communication launch
After publishing new University procedures
After training and prior to “Go Live”
Operational Metrics (incl. baseline measures)




No. of enquiries, by type and channel
% of enquiries referred on for resolution
No. of prospective student leads captured and % followed up
Customer Satisfaction
University of Adelaide
11
Plan – Next Ten Weeks
June
2014
July 2014
August 2014
Launch Communications Developed
Project Launch Presentations/emails
Managers (Benefits discussion with
team, 1 on 1)
Select/induct SMEs and Change Agents
SMEs confirm Work Stream outcomes
and process
Reference Groups selected
SME Consultation process
Newsletter
Intranet Site
Staff Survey
Stakeholder Review
University of Adelaide
12
Items for decision:
Seek approval to:

Implement the Stakeholder Engagement Strategy

Implement the Communication Strategy and Plan

Commence Project Launch with DVCA Faculty
Group (27th June)
University of Adelaide
13

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