March 2023
Apply Prosci Methodology to develop CM Strategy:
● Align on Program Current and Future State with Program Mgt Team from a CM perspective
● Consider Change Impact via 5 Tenets
● Conduct Key Stakeholder Mapping / Building Relationships
● Develop Plans: Sponsor, People Managers, Champions, Communication, Change Network, Resistance Mgt, etc.
● Consider Prosci’s 7 Best Practices
The Sponsor Plan is a recommended core role plan to target the Awareness, Desire and Reinforcement elements of the ADKAR Model
This change management plan, implemented by the primary sponsor and other members of the sponsor coalition, enables them to effectively carry out their roles—to be active and visible, build a coalition of support, and communicate directly with employees
Plan to educate them on their very important roles and build ways to connect with them / seek feedback from them ongoing:
● Communicator: Build Awareness by addressing “Why?” “Why now?” and “What’s in it for me?”
● Liaison: Solicit and relay feedback between employees and change teams about implementation progress
● Advocate: Promote support for change with words and deeds
● Resistance Manager: Identify root causes and address individual resistance to change
● Coach: Help teams gain Knowledge and Ability through one-on-one and one-to-many opportunities
Effective communication is targeted for each of the different audiences impacted by the change and focuses on what they care about and what they need to know. A structured communication plan presents the right messages at the right time, in the right format or via the right channel, and from the right sender.
● Identify 3-5 Program Goal(s), their Challenges and How can comms help?
● Who are the key audience(s)?
● What channels and mediums will we use?
● How frequently will we communicate?
● Sponsor messaging vs program messaging considerations? (Preferred Senders)
● What key dates / milestones must we consider? What other enterprise program comms / events might overlap / compete?
● Are there branding/marketing styles we need to incorporate? Could this program be branded internally?
● Who needs to approve and when?
● How will we measure success?
The Training Plan should target the Knowledge and Ability elements of the ADKAR Model
● The plan is created by identifying the different audiences that need training, conducting a needs assessment and gap analysis, and documenting requirements for the training organization
● Also include training about change management in this plan: Sponsors and people managers need training to understand their important roles and responsibilities in managing change
● Seek to develop a partnership with the training group (which may develop and deliver the needed training potentially - or to learn the preferred style, systems, etc. for producing training materials)
● Identify skill levels and skill gaps
● Create engaging training program aligned with adult learning theory
● Determine modality: instructor-led in person, live and online, self-paced online, FAQs/guides, workshops/AMAs, other?
● Schedule training when people need it (by audience / proper timing)
● Define measurement
● Formal or informal?
○ Who might Sponsors and/or People Managers suggest/nominate?
○ Is it acceptable to seek volunteers?
● Roles: Communication, influence, training, feedback mechanism, resistance management within team/circle of influence
● Determine any specific content or training needs for this audience and plan to create a site for their resources and a meeting cadence for live sharing and Q&A.Also plan to set up an asycn channel (ie.Teams, Slack, Google Chat)
● Resistance Management:
○ Create feedback mechanisms:
■ Employee feedback – Include employee feedback loops as a component of the Communications Plan and People Manager Plan
■ People manager input – Give people managers the opportunity to provide direct feedback to the project team during coaching activities
■ Project team issues – Issues that are identified by the project team should be logged directly to the project issues log or risk log to be monitored closely
■ Compliance audits – Compliance audits conducted as part of the post-implementation support activities and focused on proficiency metrics will identify additional areas of resistance where support is needed
● Sponsor coalition
● Sustainment plan
Change Management Content Examples
● AbbVie Champion Network Onboarding Sample
● AbbVie SharePoint Site Layout/Content Samples
● AbbVie Virtual and In-Person Events to drive engagement / comms / learning / feedback
What is it?
Purpose
•To identify, build, educate and nurture target groups to aid in the support of enterprise technology change
•Provides definition, support options and supporting material references to drive the establishment and leverage of a successful technology change
Objectives
•Provide clarity on technology implementations to drive outcomes
•Define and coach internal team members or groups to drive adoption
•Guide the steps and supporting materials available for supporting changes that impact their networks
•Raise questions and help to define solutions for their areas of influence and beyond
Tech forward or tech-interested volunteers from around the world atAbbVie that are eager to consume the enterprise communication and conferencing applications and are willing to assist to drive adoption and deliver meaningful outcomes to their areas. Champions support technology changes and are a strong advocate and peer educator for their networks.
Key Tasks:
• Participate in relevant available training – and provide feedback on how to make it even better
• Assist peers with common questions, issues, concerns
• Evangelize the new solution, benefits and capabilities
• Direct peers to the go/ADW site for information on training, guides, videos, etc.
• Encourage employees to use and adopt the new tools and share personal experiences with the tools
• Advocate, demonstrate and point to resources regarding recommended practices
• Remain up to date with the program progress and status
• Provide feedback on the status of the team’s adoption of new technologies
• Conduct or create modified training or communication for their area or team - leveraging theADW materials and resources
An individual must progress through each stage ofADKAR in order to make a successful transition. Each stage must be passed in sequential order.
“I understand why the change is happening and the risk of not changing”
“I choose to the change”
“I have the knowledge to participate in the change”
“I have the resources and skills to succeed in the change”
“This is my new way of working and it is reinforced”
• Answer “Why is this change needed?”
• Articulate vision
• Create the awareness of the reason for change
• Answer “what is in it for me?”
• Address resistance
• Engage leaders/managers
• Energize colleagues to support and be part of the change Desire
• Build knowledge and ability (training)
• Align operating model to vision
• Integrate programs Knowledge
• Ensure team readiness –access to tools, time off and support for training
• Psychological blocks or physical inabilities
• Measure and sustain
• Emphasize expectations
• Celebrate wins and share successes or lessons learned
bility
Adopting Teams (or any new tool) is more than a technology change – it requires behavior change. Signs of not managing the people side of change:
• Lower productivity
• Passive resistance
• Active resistance
• Turnover of valued employees
• Disinterest in the current or future state
• Arguing about the need for change
• Lack of engagement
• Changes not fully implemented
• People finding work-arounds
• People revert to the old way of doing things
• The change being totally scrapped
• Divides are created between ‘us’and ‘them’
What can Champions do to assist?
•Obtain the skills you need to be successful
•Continue to expand your knowledge beyond the basics
•Communicate to your networks often about new features, training, tips, tricks and more
•Help others discover how Teams will make their lives easier
•Walk through the Teams Live Demo
•Share content aboutTeams
•Encourage others to join the Champion network to expand their skills and to help others
•Present at a Staff orTown Hall meeting
•Host a viewing party for a live training session –or watch a recording together
AbbVie Digital Workplace – Champion Onboarding
https://abbvie.sharepoint.com/teams/ADW/Events/
1. Learn
• Go.abbvie/Teams page > Training
• Attend live training and ask questions – or watch a replay and ask questions in TeamsAdoption Channel
2. Share
• Our go.abbvie/Teams page with colleagues and encourage attendance of offered training – feel free to forward our Champion Outlook invites
• Teams latest features with your networks
• What you’re doing in our TeamsAdoption Channel – your tips, activities, questions, etc.
3. Coach
• Assist colleagues with common questions, issues, concerns
• Be present online with colleagues – (Idea: try aTeams “ask me anything” open meeting to help navigate)
• Walk through the ‘Live Demo,’then play one or a few of the scenario videos to extend the experience
• Show colleagues how to navigate the go.abbvie/Teams page to find information and training – build confidence
4. Network
• Recruit and Network with other Local Champions
• Set up touch points with working teams to maximize impact
• Encourage others to join the Champion network to expand their skills and to help others
5. Lead
• Advocate, demonstrate and highlight resources regarding recommended practices
• Coordinate local digital efforts – to make training and/or content more meaningful
• Share stories and outcomes on driving collaborating, reducing admin overhead or being more productive
• Present atTown Hall, Champion Meeting, etc
Thank you!
For continuing the journey with us as we continue to evolve the AbbVie Digital Workplace!
Encourage your colleagues to join theADW Champion Network!
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