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Editor’s Note: In this two-part interview, ebizQ’s Peter Schooff speaks with Forrester Research’s Connie Moore about the key role that change management plays in business process improvement. In Part I, Moore offers insights and advice on how to minimize the impact of change in BPM projects. Here, in Part II, she discusses examples of change management in action. Moore, a Forrester vice president and principal analyst, is among the speakers at Forrester's upcoming Embracing Digital Disruption Forum for BPM and business-architecture professionals. This Q & A, excerpted from a longer podcast, has been edited for length, clarity and editorial style.

ebizQ: Can you give us some examples of companies that have successfully implemented change management programs?

Moore:
Yes. One of my favorites is Constellation Brands. We featured them as a case study in one of our reports on change management. You may not be familiar with Constellation Brands as a company name, but you definitely would be familiar with their products because they are the world's largest premium wine company, [with brands including] Mondavi, Ravenswood, Estancia--you could on and on.

They went through a period where they had many acquisitions. They followed this by a shift in strategy where they sold off some of the lower-cost, lower-market brands. So they went from 10,000 employees to 4,000 employees. Well, you can imagine what kind of change issues that business strategy created, what kind of anxiety it created within the organization. So they put a high premium on change management.

In addition, they launched the Fusion Project, which was a consolidation of their [Enterprise Resource Planning (ERP)] solutions from five different solutions to one platform, standardizing and centralizing their processes for sourcing and procuring. They implemented an end-to-end supply chain management system and they created a new global IT infrastructure to support the system changes and process changes.

At the same time, they deployed a master data management [(MDM)] master data management solution on an enterprise-wide basis. They evolved 300 employees and, at any given time, between 20 and 100 external consultants in the Fusion Project alone.

Their HR executive headed up this initiative. That's fascinating to me because I believe that change management is a competency that HR organizations need to have...Furthermore, I believe that business process practitioners need to reach out and team with HR practitioners on change management. And I know of organizations where they've done that to tremendous effect.

So this project at Constellation was led by the HR executive, who put a heavy premium, a heavy focus on communications. So at the beginning of the project they set up an intranet site. They created team profiles. They had project updates. The CEO would report on the status of all their initiatives. They talked about what business benefits were being delivered and they kept it up to date. They had newsletters and targeted e-mails [sent] throughout the company to the management team and to mid-level managers and to employees about what they were achieving and what the next steps were and what people could expect.

They had 65 change agents that they identified. These were from all levels of the organization, not just executives and managers. These were people who were perceived to be leaders in the organization and peers that had high credibility. These change agents would participate in monthly meetings. They would have informal feedback sessions. They would distribute monthly surveys. They would have one-on-one conversations with people in their spheres of influence. These change agents really were the feet on the ground that made the changes stick, made the changes happen.

In addition, they created a center of excellence for sustaining the change. They had dedicated resources that focused on training, that focused on change management initiatives within this and on governance for how they were going to get people involved in project governance. [They also adopted an approach of looking at everything in terms of “start,” “stop” or “continue.”] They stepped back and said, “Hmm, should we start this? Should we stop this? Should we continue to do whatever it is that people are working on?” That gave them a really good vehicle for making changes at the individual worker level.

ebizQ: How about another example?

Moore:
Sloan Valve is a manufacturer. They have done an incredible job of using all the change management tools that are available and applying them to their large-scale BPM projects.

The started out with reengineering the corporation, the concept that [the late consultant and author] Michael Hammer laid down. When that ran out of scope and no longer helped their project, they looked at the discipline, the body of knowledge created by John Kotter, who is a [Harvard Business School emeritus] professor and a very respected change management practitioner.

Leading change using the steps that Kotter outlined kind of helped their project, but they needed to get deeper, more hands-on, more tactile. So they turned to ADKAR, which is the methodology from Prosci [Research, a provider of change management training and tools]. Prosci is the one that actually certifies practitioners in this ADKAR methodology [Editor’s Note: “ADKAR” is a change management model; the letters stand for “awareness, desire, knowledge, ability, reinforcement.”] Finally, when ADKAR ran out of gas and wasn't able to add much more to their project but they still needed help, they turned to FranklinCovey's Four Disciplines [of Execution, best practices for turning strategy into action]. That’s what they’re working on right now.

What Four Disciplines has done is allow them to focus on execution. And the concept is that strategy isn't the problem. Lack of ideas isn't a problem. The problem is the ability to execute in a predictable way that’s measurable on a few critical goals that have been linked to the organization’s overall success.

The Four Disciplines from FranklinCovey are:
--Focusing on the wildly important, narrowing your goals to one or two.

--Acting on your lead measures.

--Keeping a compelling scorecard. [In other words,] keep metrics. Measure how you're doing against your goals.

--Creating “a cadence of accountability” so that all employees are accountable for results and accountable to each other.

I really like that. I think that that gets down to brass tacks.

All these methodologies that I laid out take change management from some very high-level, almost platitude-level, thing down to very actionable steps that you can do to measure your business outcomes.

So that would be my recommendation: Learn from what Constellation Brands has done and what Sloan Valve has done. It’s very, very concrete, and it's really made a difference.

In Part I of this Q & A, Moore offers insights and advice on how to minimize the impact of change in BPM projects.

READER FEEDBACK: How does your organization manage change in its BPM projects? ebizQ editors would like to hear about your experience. Contact Site Editor Anne Stuart at editor@ebizq.net.



About the Author

Peter Schooff is a former contributing editor for ebizQ, where he also managed the ebizQ Forum for several years. Previously, Peter managed the database operations for a major cigar company, served as writer/editor of an early Internet entertainment site and developed a computer accounting system for several retail stores. Peter can be reached at pschooff@techtarget.com.

More by Peter Schooff

About ebizQ

ebizQ is the insider’s guide to next-generation business process management. We offer a growing collection of independent editorial articles on BPM trends, issues, challenges and solutions, all targeted to business and IT BPM professionals.

We cover BPM standards, governance, technology and continuous process improvement, as well as process discovery, modeling, simulation and optimization, among many other areas. We follow case management, decision management, business rules management, operational intelligence, complex event processing and other related topics. We closely track important trends such as the rise of social BPM, mobile BPM and BPM in the cloud. We also explore BPM’s use in functional areas, such as supply chain and customer management, and in key verticals, such as financial services, health care, insurance and government.

ebizQ's other BPM-oriented content includes podcasts, webcasts, webinars, white papers, a variety of expert blogs, a lively online forum and much more.

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