People aspects to consider on an ADMS Programs
Welcome to Part 3 of our series on the essential aspects to consider during an ADMS implementation. For those who seek a quick refresher, you can find links to the previous two blogs at the bottom of this post. In this installment, we will delve into the human elements of an ADMS implementation. On any enterprise-wide system implementation that brings about major transformation to the way the core business functions, it inevitably encounters substantial resistance to change. This challenge isn't exclusive to ADMS but is a fundamental aspect of being human, where we as humans have an aversion to change and are known to be creatures of habit. Let's explore some of the people-related activities that an organization should bear in mind as it advances through its ADMS implementation journey.
Define a clear and executable Change Strategy: Right from the outset, a well-defined change strategy should be in place, one that is both comprehensive and executable for both the program team and the organization as a whole. It is extremely important to get all parties that are part of the implementation to sign off on this change strategy as this lays the foundation to a smooth and successful implementation. The change strategy should address the following components: change impact assessment, stakeholder engagement, comprehensive training strategy and plan, change readiness and adoption, Change management metrics and Key performance indicators (KPIs) and Communication plan though out the duration of the program.
Identification and Engagement of Stakeholders: Once the change strategy has been reviewed and approved by the program team, the business, and the leadership, one of the very first activities to be performed is to identify and interview all the key stakeholders on the program. Some of these stakeholders might not be the actual end users of the ADMS application but could have influence on how the platform is developed or implemented. Once the stakeholders have been assessed for their impact and influence, it is essential to keep the stakeholders informed throughout the multi-year implementation journey and pull them into various activities in the program as and when required.
Leverage Change Champions: An output of the stakeholder assessment is also to identify your change champions who will be the advocates both in their own user group and the larger organization. It is essential to leverage these advocates at opportune times i.e., roadshows, monthly program updates, etc., to share their enthusiasm about the upcoming change that is going to be implemented in the organization via software demos or talking about a specific new feature that will be transformative for the end-user in their day-to-day job. It is essential that the program change team provide these champions with relevant information about the progress on the program as well as the ADMS platform well in advance of the communication events called out above.
Develop a holistic Training Plan for all end users: In parallel to the change activities, a dedicated training development team will need to work with the software vendor, business representatives on the program and the SI to ensure that training plan is developed that covers all the key user groups that are impacted by this system implementation. As part of the training plan, the team will need to identify the user groups that will require an in-person instructor led training versus online, self-paced modularized training versus teams that can be handed procedural documentation that has all the detailed steps that a user will need to perform a certain function in the system. Based on the user groups' level of interaction with the system, some may need one while others might need all three forms of training. It is essential to determine the varying training needs of the business upfront to avoid delays later in the implementation.
Establish multiple Communication Channels: An overarching communication plan should be an integral part of the change strategy. This plan outlines the communication channels used to address end-users' concerns about the impending change. Along with the types of communication, it is important to define the frequency and the recipients of these communications. There are certain stakeholders who may require biweekly/monthly updates while other might only want to be updated on a quarterly or ad-hoc basis. Some of these communication methods have been called out above that include, newsletters, roadshows, call outs in company wide communications, detailed demos regarding certain applications/functions shared via MS teams’ meetings/emails. The goal of all these communications is to ensure that everyone in the organization is aware of the progress being made on the program and prepare the different user groups for the upcoming change that is headed their way.
Measure Change Readiness: As the ADMS implementation advances and various change management mechanisms come into play, measuring the business's readiness for change becomes vital. KPIs and metrics for measuring change readiness should be established as part of the change strategy, with approval from all major stakeholders. Some of these KPIs include, user proficiency, training completion, output from surveys filled in by key stakeholders at a regular intervals during the program. This instrumentation will enable a transparent reporting mechanism for both the program team as well as the leadership.
Continuous Feedback Mechanism: Apart from the elements mentioned above, it is essential that the program enable a robust feedback mechanism from all parties involved to evolve the change strategy and all other plans to tailor them to the needs of the organization. Sometimes, all the person wants to know is that their views and opinions are being heard and valued, even if they are not implemented or are against the overall vision and strategy of what is being done.
In conclusion, change is hard for humans. When there is change that impacts peoples lives daily, on how they interact with systems, their colleagues, and processes at the workplace, it involves a tremendous amount of effort to ensure that there is a successful adoption by the users post implementation and to bring the primary end users and all the key stakeholders along the transformation journey.
If you have read this far and are interested in connecting with me on how I can help you in your journey, then feel free to reach out to me via email – abhinav@grid-transformation.com or via cell - +1-437-427-5155
Blog post 1 - https://grid-transformation.com/blog/f/what-are-the-3-things-to-do-when-kicking-off-an-adms-program
Blog post 2 - https://grid-transformation.com/blog/f/technology-areas-to-look-out-for-in-an-adms-implementation
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