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Brad Sewall & Sohail Thaker

Change Management is Critical for a BA’s Success: Tuning Your Change Management Radar. Brad Sewall & Sohail Thaker. The importance of Change Management Deal with Resistance to Change Tune your own Change Management Radar. Learning Objectives. 28,000 bags lost

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Brad Sewall & Sohail Thaker

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  1. Change Management is Critical for a BA’s Success: Tuning Your Change Management Radar Brad Sewall & Sohail Thaker

  2. The importance of Change Management Deal with Resistance to Change Tune your own Change Management Radar Learning Objectives

  3. 28,000 bags lost Hundreds of flights cancelled Thousands of irate passengers Media attention from around the world  Lost - $32 Million in first week Top British Airways executives forced to resign CEO Willie Walsh summed up events with the phrase “not our finest hour” Impacts of Failure

  4. Staff were not on-side with change (morale) Lack of staff training & orientation to T5 Poor process understanding Did not anticipate reduced efficiency at start-up Not enough staff to effectively manage problems as they arose Failure to test the system and processes with realistic loads Why did the T5 opening fail?

  5. Technical BA • BA by the book • Focus on: • Check-lists • Mechanics • Templates/Forms • Technology focus • Symptoms vs. Root Cause

  6. Case Studies

  7. Sandra Risebrough

  8. Summary • Oil & Gas Program • Well life cycle improvement • Silo’d operations was the industry standard • More work coming – no more people • 1,000 people impacted (70% of company)

  9. Developed strong sponsorship group Hired change management resources Reinforced business value / need for change Ensured active involvement by affected groups Measured satisfaction along the way Sandra’s Case Study

  10. Kerrie Senyk

  11. Summary • Implement replacement GIS • Develop easier processes for end-users to query images • $3M budget • Desire to change low • Resistance to document existing processes

  12. Educate why processes needed to be documented Definition stage had to take longer Had to build trust – show willingness to modify approach Had to do a lot of “back-room” mapping At UAT it all came together – business realized value of process work Kerrie’s Case Study

  13. Sue Kepes

  14. Summary • Sarbanes Oxley (SOX) general computer controls • Systems and processes impacting external financial reporting • Best practices • Segregation of duties • Documentation

  15. Sponsor was early adopter and well-respected by peers Regulatory driven – fines / jail Communicate best practices – share Provided forum to challenge interpretation Monitored progress of compliance Sue’s Case Study

  16. Tuning yourRADAR

  17. Resistance is Normal

  18. Active and Visible Sponsorship

  19. Driven by Business Need

  20. Adoption is the Goal

  21. RegularCommunication

  22. Resistance is Normal Active & Visible Sponsorship Driven by Business Need Adoption is the Goal Regular Communication

  23. The importance of Change Management Deal with Resistance to Change Tune your own Change Management Radar Learning Objectives

  24. Detailed Cheat Sheet

  25. Technical BA delivery is only part of the story • Adoption is the true measure of success • Learn more about Change Management • Use your RADAR

  26. Questions bsewall@ethier.ca sthaker@ethier.ca www.ethier.ca

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