[The fourth in series of four articles on this subject by Rachel Shields Williams, Rachel Cohee, and Kieron Champion – BIO info below:]
Designing, implementing, and deploying an experience management system is no mean feat and is cause for celebration, however brief! But the launch of a new technology will not result in any meaningful impact or business value if it is not accompanied by significant change management and enablement activities. Indeed, it has been shown that as many as 25% of technology projects fail outright and a further 20-50% show limited to no ROI. The common factor - a lack of attention to supporting the business with change activities pre, during, and post-launch.
In our previous articles we have introduced the idea that the state of change for a project of this type will be considerable and felt by many constituencies within the firm - both at the individual level and within entire functions and groups. Once you have developed a strategic plan and roadmap for your experience management journey, assembled a skilled and motivated team, and established a product management mindset amongst those most closely engaged in the work, we recommend you dedicate time and attention to the following change management principles.
The list below is not exhaustive but, based on our experience of managing successful projects and programs within law firms, we believe they are the most significant:
- Communication
Do not underestimate the need for, and value of, regular and open communication that keeps all relevant individuals and groups ‘in the loop’. For those outside of project status calls or not engaged in the day-to-day work of the project team, such as stakeholders and sponsors, it is important that they receive regular updates on progress, milestones and any material changes to plans and status. Transparent communication of this type fosters transparency, builds trust, and ensures everyone has a common understanding of the project and progress. It is important to note that the recipients of communications will not remain unchanged during the duration of the project and regular review of relevant audiences…..(this feels like it needs some editing but I ran out of juice).
- Stakeholder Engagement
Identifying business stakeholders and engaging with them effectively throughout the project is vital to develop advocates for the initiative and establish a network of ‘change agents’. Actively involving all stakeholders from the outset of the project can significantly improve their effectiveness in that role, and increase their value to the project. Seek their input regularly, recognize and address their concerns and questions in a timely fashion, and encourage collaboration amongst this group to jointly reach decisions. Effective stakeholder management significantly improves the management of change and will ensure key project personnel feel part of the process (and the solution) and remain supportive and engaged.
- Goals and Objectives
To determine the scope and scale of the change - and to put in place programs and works to help manage that change - it is important to define clear and measurable goals for each phase of the project. Without those goals it is not possible to define success criteria or set expectations for those impacted by the new technology, processes or roles and responsibilities. Ensure that all stakeholders understand and align with these goals and objectives and support the requirements for change that will be demanded to meet them.
- Risk Management
Recognize that any project of this scope, scale, and ambition will come with risks - and that they must be identified, assessed, and proactively managed. Early identification of risk and putting actions in place to mitigate them minimizes disruptions, prevents delays (and potential additional costs) and ensures a smooth transition for everyone involved. Developing a risk log and retaining a focus on addressing risks versus simply listing them is a key project discipline and enabler of change.
- User Training & Support
It seems highly unlikely that any project of this type would overlook end-users - but you might be surprised by how early consideration of end-users and their training needs must begin. In addition, the support required by end-users often goes well beyond launch - to ensure that new tools are fully adopted and used to their fullest potential. End-users that feel supported and appropriately trained are more confident users, less resistant to change, and less likely to default to old ways of working and processes. Interestingly, many firms neglect to recognize that end-users also include those within business functions who must work with, and manage, the new system and processes!
- Feedback Mechanisms
Managing change and associated risks demands two-way communication and allows stakeholders and impacted personnel to provide input, share concerns and opinions, and provide feedback on behalf of the groups they represent. Without this two-way communication, there is no means for the project team to ‘listen’ and understand legitimate concerns or the impact of proposed/intended changes. Being seen to act on constructive feedback and make, where appropriate, necessary adjustments is not only necessary to deliver an effective solution but breeds goodwill and enables a feedback loop that promotes a culture of continuous improvement.
- Change Champions
A hugely effective (and low cost) means to support the change journey is to establish a network or change agents that champion change within defined groups. By identifying AND empowering change champions within your organization, project teams can create enthusiastic supporters of the program and its objectives, improve local awareness and adoption of technology and new working processes, and act as ‘influencers’ that drive a positive culture of change.
- Phased and Considered Implementation
It is a common mistake of project teams, sometimes for very understandable reasons, to move more quickly than the organization can accept. But, for change management purposes it is important to break down a project into manageable phases - and consider the impact of the necessary changes at each stage. Taking a phased approach allows change to be effectively managed and absorbed by individuals and groups - and so minimizes business disruption; it also ensures that feedback is gathered, and adjustments made, in a controlled manner that positively impacts change.
- Celebrating Success
Acknowledging and celebrating milestones and successes throughout the duration of the project is a very effective way to support change management. Those successes may be limited to the project team or the firm at large but each should be recognized and shared to boost morale, retain energy for, and commitment to, the initiative and reinforce the positive aspects of the change and the progress made by all involved.
- Post Launch Activities
The launch of an experience management solution is only the start - and change management activities must be sustained for as long as it takes to fully enable individuals and teams as defined by the roadmap and project goals and objectives. One valuable activity is a post-implementation evaluation to assess how effectively changes have been managed and addressed. An outcome of this evaluation will almost certainly be identification of areas for improvement - which can be applied to future project phases and ensure that the core project team, key stakeholders, and project sponsors continuously evolve and improve their change management initiatives.
Remember, change is a journey, not a destination. Regularly revisiting these principles and adjusting your approach based on the evolving needs of your experience management project will contribute to long-term success. Also do not become disheartened or deviate from your plans when you come up against these common pitfalls. They are common for a reason! Regularly revisit your roadmap, take a product management approach, instill a culture of continuous improvement, and be prepared to adapt your strategy and goals to mitigate emerging challenges along the journey.
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Rachel Shields Williams is a Director, Knowledge Management, at Sidley Austin. Kieron Champion is a Partner, and Rachel Cohee a Consultant, at Fireman & Company.
