Community Discussion: Transformation Management: Effective ... · Continuous Improvement Vs. Innovation After the initial transition work, those involved in the change will focus

Clinical Trial Risk and Performance Management vSummit 8-10 September 2020

Community Discussion:Transformation Management: Effective Strategy & Successful Adoption


Background InformationPre-recorded presentation: Transformation Management: Effective Strategy & Successful Adoption

Erika Stevens, MA


What is Transformation Management?➢Transformation Management

‒ Transform- a change into something or something different, or the process by which the change happens

‒ Management- the control or operation of a business or organization

‒ Macmillan Dictionary

As combined, Transformation Management is the process of operationalization of a change with people (someone) and process (something)


Change Management

Process

• Change management encompasses the various dimensions of the organizations operating model: operational strategy, process and policy, people and organization, technology and data and performance management.

• The process captures the change challenges, develops initiatives to manage these change challenges and put in place mechanisms to monitor effectiveness.


Change Management Enablers Project Site

•Site containing all project resources and a means for providing a single source of information for all users about the project

Communications

•Archive of all communications shared for this effort (can be organized by role as appropriate)

Training Checklist

•First step for all end users to review

•Instructions detailing training requirements, corresponding actions to support implementation, and relevant information on getting access

Training (eLearning, TTT etc.)

•Learning Solutions leveraging various modalities based on business requirements, content, audience and resources

Job Aids/User Guides/Quick Reference Cards (QRCs)

•Additional easy-to-access learning solutions to support effective adoption

Implementation Effectiveness Survey

•Evaluation of training/communications and other aspects of deployment to gather feedback from users on their effectiveness, for modifying approach as appropriate and identifying any additional support needs

Change Agent Network

•Facilitates the coordination of rollout activities, represents interest, serves as SME for that area, champions the change, helps in cascading messages, providing feedback, identifying risk areas, and accountable for end-user readiness


Transformation Management Process

➢Transformation management requires mechanisms for enabling successful change to organizations through alignment and solidifying the desired outcome (s)

➢Transformation management processes allow:

‒ Evolution in a controlled method

‒ Support continuous improvement and innovation

‒ Assessment of business impact


Transformation Management Different types of transformation:

➢The transformation should contain a process for managing day-to-day continuous improvement efforts or business problems that arise;

➢ It should include philosophies for driving overall transformation initiatives, a continuous innovation management process;

➢ It should include a process for updating and managing any changes to the transformation;

➢ It should document a common understanding on how the initial transition of scope of work is managed.


Business Impact Assessment


Transformational Change Risk Mitigation

LACK OF SPONSOR SUPPORT

LACK OF STAKEHOLDER COMMITMENT

SETTING UNREALISTIC EXPECTATIONS

CONCERNING THE OUTCOME OF THE

PROJECT

STAKEHOLDERS NOT “LETTING GO” OF THE OLD WAY OF DOING BUSINESS

MANAGING RISKS TO INCLUDE ISSUES

ESCALATION AND RESOLUTION

Identifying risks, the impact of those risks and the probability of risk mitigation-

Change management risks include:


Risk Assessment

➢ Understanding business and people risks enables documentation of potential risk and associated mitigations

➢ Enables real-time monitoring of the project and faster course correction

➢ Completion of risk/employee surveys

➢ Identification of project and people risks

➢ Continued communication and identification of project risks

➢ Identified risks and mitigations

➢ Risk Mitigation plan

Why are we assessing

risks?

What do we need from the

Business?

Expected

Outcome (s)


Transformation Management

Initial Transition

• Transition Management plan

Ongoing Transition

• Transition Management

• Continuous Management

• Invention

• Structured Innovation Management Process

• Contractual Change Management


Business Readiness

Launch of

Readiness

Activities

“Valley of

Despair”

Perf

orm

ance a

nd O

utp

ut

Performance Dip

Sustained

Performance

Improvement

T-N Go Live Post-go live

What is business readiness?

Identifies barriers for future transformation Provides evidence for business solution

Enables pressure testing

What do we need from the business?

Resources

Transparency/ collaboration

Agreement

Outcome (s)

Level set to change

Solidify approach

Establish alignment


Readiness Assessment Check


Readiness Assessment

Measures the business readiness capability for the transformation


Ongoing Transformation Management

After the initial transition work, those involved in the change will focus on ongoing transformation management.

Better Process Different Process Innovation

Both are drivers of Innovation!


Continuous Improvement Vs. Innovation

After the initial transition work, those involved in the change will focus on ongoing transformation management.

Better Process Different Process Innovation

Both are drivers of Innovation!

• Similar Scope• Lower Impact • Less Investment • Low Risk• Limited Sign-off

• Larger Scope• Greater ROI • Larger Investment • Increased Risk• Multiple Stakeholders


Innovation Management vs. Continuous Improvement

Innovation Management Continuous Improvement

• Tends to focus on larger-scale transformation initiatives that often need investments or resources

• Tend to be cross organizational in nature and are tied to the desired outcome (s)

• Tend to focus on managing improvements to day-to-day operations

• Tend to have short project timelines, are limited in scope and tend to require limited resources to implement


Transformation Management Performance

0%

100%

Operational Impact

Complete Tasks Total Tasks

14%

86%

Communication and Branding


0%

100%

Project Opportunities and Goals


0%

100%

Training Impact


0%

100%

Development and Deployment Support


0%

100%

Go Live/Post Go-Live Support


Illustrative


Thank you

Documents

Community Discussion: Transformation Management: Effective ... · Continuous Improvement Vs. Innovation After the initial transition work, those involved in the change will focus