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MMoobbiilliizzee tthhee EEnntteerrpprriissee ffoorr BBeetttteerr HHeeaalltthh AAddooppttiioonn LLeeaaddeerrsshhiipp AAlliiggnneedd bbyy AAnnaallyyttiiccss && EEmmppllooyyeeee NNeettwwoorrkkss
Chris Peila Business Engagement Lead
User Sustainment Group McKesson Corporation
#ACMP2015 © 2015 Associa1on For Change Management Professionals. 1
Chris Dowse
Founder Neochange
#ACMP2015 © 2015 Associa1on For Change Management Professionals. 2
McKesson At-A-Glance
Driving Be@er Health for Over 180 Years
Neochange Adoption Insight Leader
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Impacted millions of Users
Leading Brands
15 years of prac8ce ADOPTION INSIGHT LEADERS
Power Ac8on Insight BUILD STORIES TO DRIVE CHANGE
Hard Benefits
Adop8on Analysts
Cloud Analy8cs SERVICE PARTNER
How Successful Are We as Change
Practitioners?
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Interac1vity & Engagement
McKinsey and Company … A recent survey of business execu1ves indicates that the percent of change programs that are a success today
is… s1ll 30%. IBM … Nearly 60 percent of projects aimed at achieving business change do not fully meet
their objec1ves. Harvard Business Review … The brutal fact is that about 70% of all change ini1a1ves fail. Forbes/Towers Watson … A new study by Towers Watson has found that only 25% of
change management ini1a1ves are successful over the long term.
Connor Partners … Change prac11oners have some culpability for the atrocious 70% failure
rate of change ini1a1ves.
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Source: h@ps://www.linkedin.com/pulse/20140914031708-‐7145156-‐70-‐of-‐change-‐management-‐ini1a1ves-‐fail-‐really
Time to Change Change
The Business Challenge: constant change cycles
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Implication. Changes Must stick in < 6 months
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27% Higher user produc1vity losses
Higher implementa1on change management costs
Higher post deployment user support costs
65%
83%
The cost of NOT landing SAP change in
the sweet spot
Source: 2014 SAP Adop8on Insight Report
Agenda
Scan – What’s in the Secret Sauce?
Focus – Let’s review the model in action
Act –Alignment is
Key
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Agenda
Scan – WWhhaatt’’ss iinn tthhee SSeeccrreett SSaauuccee??
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Employee Networks & Analytics Power continuous improvement
+ New user no1fica1ons to User Sustainment group email acct.
+ Packet response providing available tools
+ Early adop1on & safety net
Onboarding
+ Robust intranet – top 3 hit rate + “One Stop Shop” site crea1on + Interac1ve web tools pinpoin1ng necessary informa1on + Short diges1ble training modules enable just in 1me training: Brain Bytes, Training, Show Me How
Self-‐Service Tools + 390 Super Users Strong + Cross func1onal exper1se + Easy access Super User lookup tool, rotator, web & SharePoint + Early par1cipa1on in projects design & tes1ng ensures input, alignment & be@er, faster adop1on + Regular engagement cul1vates knowledge sharing in the network
Super User Network
+ User Produc1vity Health Check & Baseline benefits + Pain point iden1fica1on allows for support to those struggling
+ Ul1mately tracking with produc1vity assessments
+ Cul1vates Best in Class individuals for Super User Network & projects
Measure & Analy?cs
+ System Enhancements & upgrades + User Experience Strategy + User Interface Assessments + Repeatable & scalable
Applica?on Usability
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User Sustainment Methodology
What makes a Super User… “Super”
• Accessible: Local & available
• APtude: Networks & shares knowledge
• Enablement: Leads end user training efforts
• Subject MaRer Exper8se: Understands their func1onal area
• Efficiency: Delivers results impac1ng bo@om line & company strategies
• Credibility: Consistency, garners business wide project support
• Experience: Able to translate tech into real world terms & applica1on
• Support: Provides tes1ng support & frontline end user support
• Con8nuous Improvement: Promotes system use & process adherence #ACMP2015 © 2015 Associa1on For Change Management Professionals. 11
Super User Network
When stuck & have a ques8on, how do you find resolu8on?
A. I research the answer on the internet.
B. I read the policy or process document.
C. I reference training on the subject.
D. I ask a coworker for help.
Cul1va1ng those who are “Best in Class” provides a wealth of informa1on that can be easily leveraged across the enterprise. Likely that these individuals already
answer ques1ons. Formalizing as a network provide a safety net of support, greater consistency & nexus for knowledge sharing.
* Ra1o chart provided from March SAP eMagazine Super User ar1cle by Claudia Faerber
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Adoption Insight Analytics Align Focus and Impact
13
© 2015 Neochange, Inc
USER METABOLISM™ MATRIX
2014 SAP Adop8on Insight Report (n = 203) 2012 Adop8on Insight Report (n=300)
User Produc1vity at 83% wastes more labor $$ than 100% of IT Budgets
Significant business risk from low consump1on levels results in a 24%
business produc1vity gap.
ü Produc1vity Benchmarking ü Iden1fy those who are struggling and those who are Super
ü Pinpoint training opportuni1es ü Target efforts
o Transac1on o Business Unit
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Data-Driven Approach provides significant advantages
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Agenda
FFooccuuss –– WWhhaatt DDooeess SSuucccceessss RReeaallllyy LLooookk LLiikkee??
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ERP Anywhere / Anytime
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Please op1onally choose your age band. From the list below, What type of 'worker category' most closely
represents you normal work mode?
Quantify Heavy Traffic Areas and related productivity issues
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Collabora1on between the SUN & the User Sustainment & Enterprise Applica1on Architecture teams of McKesson IT
v User Analy1cs provided systemic analysis outputs (June/July) v 9 All Stars contributed to two focus groups (September) v 88 Super User responses to the End-‐User Survey (October-‐November) v 9 types of devices, 15+ ERP Process Areas, 54+ End-‐User Func1ons
ERP Anywhere-Anytime
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We understand our user productivity before and after
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Average User Produc8vity
Average % of Workday in Applica8on
Agenda
ACT – MMaakkiinngg aanndd KKeeeeppiinngg IItt RReeaall……
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McKesson Journey User Adoption for SAP users
2014
2012
Launches Change Leadership
2011
Mixed Results: 2009 CSAT Survey
2010 Launches User Sustainment & Super
User Network
2009
Improved Results: 2010 MY CSAT Survey
User Analy8cs Begins
2008
Truth vs. Opinion Improved service & greater ROI Achieve two significant awards
Chairman & CEO
EVP/CIO/CTO
SVP McKesson IT
VP Program Management &
Change Leadership
Program Management
User Sustainment & Analy1cs
Change Leadership –
MTS
Change Leadership – Pharma
VP Account & Portolio
Management
Current Organiza?onal
Structure
McKesson Launches SAP (The Journey Begins)
1998
Evolve Organiza8on VP of Program Mgmt, CL & US
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INTEGRATED CHANGE LEADERSHIP: The result of a 7-‐year journey
McKesson Corporation Confidential and Proprietary
DEFINE DESIGN BUILD/TEST DEPLOY
WARRANTY/ELS (EARLY LIFE SUPPORT)
SUSTAIN
Stakeholder Analysis
User Analy8cs Data & Performance Assessment
Change Plan
Governance
Sustainment Assessment
Impact Analysis
Business Engagement
UAP (User Acceptance Plan)
Super User Engagement
User Support Design
Change Network
User Support Build SUN Overview
UAT (User Acceptance Tes8ng)
Training & Tool Development
Role Mapping
Business Readiness
User Support & Training Delivery
User Analy8cs Data & Performance Assessment
Training Remedia8on
Sustainment Transi8on Plan
Change Network to Super User Transi8on
User Data Assimila8on
Training to Lunch & Learn Transi8on
User Analy8cs Performance Assessment
Tool & Asset Transi8on
COMMUNICATIONS – Program, Change, Super User & Sustainment
User Analy8cs Sustainment Planning Super User Program Training Development
Interactivity & Engagement
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New model enables fast and sustainable change management
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Questions and answers
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How Does Your Image Compare…
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Interac1vity & Engagement
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Puvng pieces together into a unified organiza1on…
How We Combine Efforts…
Super User Network
User Analy1cs
Corporate Strategy
Employee Self-‐Service
Change Leadership
Employee/User Sa1sfac1on
Contact Info
Chris Dowse [email protected]
(415) 823-‐7549
www.mckesson.com
Chris Peila www.linkedin.com/chrispeila
www.neochange.com
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