It isn't enough to acquire a good Model,

we also have to manage change for the users


But the Actors don't usually like making the necessary effort to change role.

How can we make the teams in place accept this change, when they grumble faced with any change?

Once the Model has been built, it has to be deployed, that is to say the Model has to be installed (especially the software) and the Resources adapted to this new Model. The Transformation teams should include a change management team..

A single manager for this change management team, who coordinates: training for Operational Actors, reorganization, installing IT hardware, information migration, setting up a hotline...

  1. Deploying a new Model causes disruption

    Actors like what they know, especially their own ways of working.
    A new Operation Model represents an effort to adapt:

    • Modification of the organizational structures and associated premises
    • Change of everyone's role
    • new IT application
    • Information migration from one Solution to another
    • Installation of new hardware and software
  2. Looking for formulas to simplify Change

    Aware that the speed of the Transformations may cause Actors, whether they are internal or external, to reject them, Enterprises lean on different principles:

    • Significant efforts are made in training to explain how the new Solutions work.
    • The availability of an easily-accessible hotline can help them at any moment.
    • The massive and standardized use of the Internet no longer requires us to change workstation and adapt the telecoms network to each new Solution: we simply need to have a workstation available with an Internet browser to access the new Solutions; this simplifies things greatly compared with the past. It means that managing premises becomes simpler: many Enterprises today have "open spaces" where employees can easily set themselves up, so long as they have an easy access to the Internet and therefore, their information.
    • Using Mobile Solutions, accessible from a smartphone or a tablet, means that we can work remotely, which can be particularly comfortable for the Enterprise employee.
    • Searching for usage standards, whether at the initiative of the Enterprise or its suppliers, simplifies the learning phase of each new Solution.
    • Old data stored in old Solutions has to migrate to the new Solutions. The rigorous control of this Information is often greater in the new Solutions, which reject part of the old Information. Concepts evolve and it is difficult to have consistency in the information in both Solutions. It is often the most difficult thing with a Deployment: many deployments are slowed down by the difficulty of migrating information. Automating information migration is a success factor, but the tools are still inadequate today.
  3. Adapting oneself to the new enterprise culture

    This progress helps with the deployment of new Solutions.
    But there is one domain where progress is not yet enough: the new Enterprise Culture.
    The new forms of organization should take this cultural change into account: present generations do not behave like the previous ones. This generation is characterized by simple principles:

    • Information is free: our power no longer comes from holding information, but from our ability to share it.
    • Neither does our power come from our hierarchical level, but from our Competence.
    • The requirement for Actor confidence; Actors need autonomy.
    • Horizontal exchanges and collective intelligence.
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The story of George the Baker is made available under the terms of the
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