Érica Monteiro, Business Consultant | Vitor Agueda, Business Leader | everis Brazil

Digital Change Management: A New Concept for Agile and Digital Transformation.

You have probably wondered what innovations, methodologies, and approaches are being used by businesses and the market, and the formula used to reduce the pain caused by change. In this article, we will cover the good practices and solutions we used in an Agile and Change Management project with a major telecom company, which can provide guidance for digital change management with clients.

First, it is important to clarify the concept of Change Management and how it has traditionally been applied in companies.

The purpose of Change Management is to offer preparation and support so that individuals and teams later adopt behavioral and organizational changes. Successful change requires the use of a structured process and tools, which are often summarized in four pillars:

- Stakeholder Management: identifying, describing and managing everyone involved in or impacted by the project.

- Impact Management: planning, executing, and measuring the change.

- Communication: planning, executing, and measuring communication.

- Training: planning, executing, and measuring training.

everis launched a Change Management project with a major telecom company to support the implementation of a new CRM B2C system. The main challenges included the implementation of a platform to cover all channels and a unified vision of the client that would bring together all of the company’s products. Several practices and methodologies were used and tested over the course of the project, in which implementation began in September 2017. Based on these practices and lessons learned, the everis Business team developed a methodology we call Digital Change Management, which represents a new approach to supporting transformation in our clients, one that is more dynamic, agile, and digital.

To underlie the success of this change, we established and followed three phases:

Phase 1: Planning

In this phase, we defined the strategies, vision, and guidelines for the project. The planning is used as the basis to define the activities of the engagement, metrics to evaluate the success of the project, and communication and training activities, such that project implementation begins at the end of the phase.

· Strategy and Planning for Implementation: clarifying the scope and phases of the project, as well as the number of areas and people involved and impacted.

· Organizational Culture: changes in the mood and culture of the organization, following an existing plan.

· Corporate Governance: guidance based on the practices, processes, habits, politics, laws, regulations, and stakeholder relationships that impact the organization.

· HR Practices: clarifying the company’s HR practices and policies, so that change management activities can most effectively reach their intended audience.

Phase 2: Pre-implementation Preparation

In this stage, everis establishes the principal plans to prepare the transformation and ensure that it takes place in a structured and managed manner.

· Stakeholders Description: using statistical and research tools and the everis methodology, areas of the business with the greatest influence are identified, along with the degree of Potential Resistance to Change (PRC).

· Mapping Organizational Impacts: analysis of processes, including As-Is, To-Be, gap analysis, and interviews with key-users, the areas involved, managers and general users. This methodology is applied with the support of the BTOPP structure (Business, Technology, Organization, Processes, People).

· Organizational Change Plan: roadmap of initiatives to be undertaken to leverage the success of the project, as well as a contingency plan to mitigate risks.

· Training Plan: creating the training roadmap in order to resolve all gaps that changes will create in terms of the BTOPP.

· Communication Plan: use the Stakeholders Description to create engagement, information, dialogue, and motivation, while paying attention to involving people and communicating decisions, resolving centers of resistance, and answering question.

· Pilot / War Room: creating a Management Room, which includes all of the teams form the channels to be impacted by the change, to simulate scenarios that were previously mapped with business area leads, using agile methods. At this point, major gaps and systemic improvements are gathered, to be addressed immediately by the War Room team — a specialized technical team focused on resolving these demands.

· Checklist: preparing the channels that will be impacted by the change using a checklist of all of the items to be checked before implementation, such as connectivity, access, and training.

Phase 3: Implementation

All of the success of the project will be measured in this phase: implementation is when all of the areas involved must be completely engaged and committed so together they can meet all of the strategic objectives defined in Phase 1.

· Agile Migration and Implementation: Change Management in an agile process, using flexibility as a key to successful implementation and massive migrations of clients from the legacy base.

· Management Room: in order to support and structure the project, and ensure its successful implementation, the Management Room maps risks and resistance, ensuring effective communication with stakeholders. In the model defined below for the Digital Change Management project, the Management Room was divided into four fronts: Change Network, Communication, Remote Support and Event Management.

· Change Network: this front works closely with the Change Agents, to understand the operation’s pre-existing level of engagement and alignment with the support model. In the telecom project in which everis conducted the digital transformation, in order to enable major implementation quickly and effectively, we created the role of “specialists,” focal points for each previously defined channel who shared knowledge within the operation.

· Remote Support and Chatbot: in order to handle a major implementation, the support model must have an autonomous structure for the user, as well as remote support to speed up user support. In the telecom project, everis developed a support model comprised of the following levels:

o Level 1: chatbot and support materials that are accessible to users 24 hours per day, allowing the operation to use the system independently

o Level 2: specialist defined in the Change Network as the on-site focal point for the operation

o Level 3: remote support via WhatsApp with a specialized team to resolve questions about the procedure for the implemented channels.

· Communication: digital, accessible, and open communication to all of the areas involved in the project. This front is responsible for identifying and creating three types of communication: orientation, bulletins, and engagement materials. everis innovated on this front by introducing gamification in the user training app to help support engagement and training in the system.

· Event Management and Indicators: analysis and monitoring of events, whether they are systemic or not, related to the project. The key to good event management in change management is having good Key Performance Indicators (KPIs) to correctly identify problem centers and report them to committees for rapid analysis and solution, with a focus on results and quality. An unstable system with numerous errors in production, in the midst of a change process, can be a fatal blow to the engagement of change leaders. This motivation can be measured, for example, in the indicators of system utilization by users. everis used the Power BI tool to manage event indicators, which enabled a more dynamic and conclusive analysis of problems.

· Sustainability and Continuous Improvement: at the end of the project, Change Management must ensure that the different areas will be able to support the new processes and system that have been implemented. The methods used in the everis project were monitoring meetings and workshops with the operation, and the definition of a Contacts Map for focal points, as well as a culture of continuous improvement that was applied throughout implementation and to support the refinement, adaption, and improvement of the processes of the areas impacted by the project, ensuring successful implementation.

Results: Finally, we list below the results of the application of Digital Change Management over a one-year telecom project:

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