Navigating Change: A Senior Leadership Webinar on Effective Change Management

Transcript

Awesome. Okay. Hello, all and welcome. And thank you for joining today’s session on Effective Change Management. My name is Ashley Eccles and I work in Adobe’s customer success organization as a senior strategist, where we really focus on helping Adobe customers get as much value as possible from their Adobe investment. I’m really excited to be joined by my colleague Bernice, who I will allow to introduce herself. Thank you, Ashley. Hello, everyone. It’s a pleasure to be here. So my name is Bernice Bonk. I am based in Miami, Florida. I am part of the same customer access organization as Ashley, and I’m a customer success manager who has focused primarily on supporting customers who have purchased Adobe work front so far. Awesome. Thanks, Bernice. So again, just first and foremost, I just want to thank everyone for your time and attendance today. Just a quick note that this session is being recorded and a link to the recording will be sent out to everyone who is registered as well as posted on Experience Week. This is a live webinar and is a listen only format, but we would love to have as much participation in via the chat throughout today’s session, so please feel free to share any questions into the chat. Our team will look to answer as many questions as possible. In addition, we do have time reserved at the end of the webinar to address any questions that have been shared. Note that if there are any questions that we are are unable to get to during the webinar, our team will take note. Intend to follow up. Also, we’ll be sharing out a survey at the end of today’s webinar and we’d love your participation, which would really help us to really shape future sessions specifically around change management in other Adobe related topics. So here’s just a quick overview of today’s agenda, where we’re really start with level setting on what change management is. Then Bernice will walk us through the change management journey as well as some change activities. And then I will kind of bring this home where we’ll share ways to address challenges like change, fatigue and resistance. And then Bernice will close us out where we’re really tackle how to measure change success. And again, if there are any questions, feel free to leverage the chat. So the first section is really going to be around just the change management overview. And I wanted to start with a quote quote by John Carter, who is really regarded as many as like an authority on leadership and change. And the reason why I wanted to start with this is I would say in the last couple of policy research studies, over 30% of respondents say that having an active and visible executive sponsor is the greatest contributor to change success. And so when we look at effective leadership, we really start to lay the foundation of what is the role of an executive sponsor. You know, we’re really looking to provide a clear vision and direction for the change initiatives, guiding teams throughout the uncertain to inspiring confidence throughout the change process. We recognize that with strong leadership, those resources are really helping to facilitate decision making, enabling agile responses, and also really helping to address any unforeseen obstacles and also ensuring that change efforts remain focused and adaptable to those ever evolving circumstances. But first, let’s just quickly level set on what change? What is change management? I would say that this is kind of a phrase that is thrown around quite a bit in business these days, but what does it really mean when you really kind of break it down? Change management is really, in its simplest terms, is an applied process in which you’re helping individuals impacted by any degree of change, whether that’s adaptive trends. Transformational. It’s really around ensuring that there is a successful transition that enables these individuals to engage and learn and use change within the organization. You know, this may kind of sound, I would say kind of obvious and somewhat cliche, but when you think about it, people are the most important part of change management. And so that goes from your executive sponsors to your steer coach to your impacted groups. You always want to ensure that you’re focused on the people side of change management. And so this will help to really ensure that you have this very kind of methodical and diligent process, whether you’re looking to implement new technologies, scaled different capabilities. You know, maybe you are also looking to, let’s say, transition from kind of single channel communications to omni channel where you’re really focused on the next best experience versus like, what is that kind of next, next best offer a touch point. I do want to call out because we see this a lot with customers. And so change management really goes hand in hand with program management. So when you think about kind of what are the kind of two big disciplines that can really make a significant and positive impact on the success of, you know, whatever initiatives you’re looking to kind of scale and progress, You know, you want to make sure that you have a balance between your change management and your people management. And again, change management is really focused on the people side, whereas your program management is focused more so on the solution. And so when we think about really just kind of what’s the importance of change management, you know, it’s ensuring that smoother transition during periods of organizational change, also looking to minimize disruptions to operations processes, but then also maintaining the productivity levels that we not only want to continue to see, but also want to improve with whatever initiative we have kind of in focus throughout the your your change journey. And so when you’re looking at just kind of what are those key risk if you’re not focused on the people side of change? You know, you have leadership misaligned it, decrease in employee engagement, unrealized program benefits. And so a lot of this we will tackle today throughout this webinar around what are kind of those strategies and tactics to help you kind of realize the value in the benefits of the initiatives that you’re looking to, you know, really kind of drive throughout your change journey. One of the things that we do just want to really just drive home is like, yes, you can kind of have the qualitative aspect of how change can be successful or impactful throughout your journeys. But when we really look at, you know, what are what is that quantifiable impact, you know, process has, I believe they’re on their 12th edition. But so when organizations are effectively and actively leveraging change management, there are seven times more likely to achieve business objectives, 4.6 times more likely to stay on or ahead of schedule. And then finally, 1.1.4 times more likely to stay on or under budget. And so, again, when you just think about why the importance of change management is so critical to, you know, the various initiatives that your organizations may be looking to undertake, whether it’s introducing new capabilities, new technology, new solutions, etc., like there is a quantifiable impact that you would be able to really size by following kind of the next kind of activities and strategies that this is going to walk us through. Thank you, Ashley. So now we’re going to focus on what your change management journey looks like. So if you look at this graph here, we’ve tried to represent the different phases that you have to go through, and we really want to insist on the end user perspective. What does that mean for any employee as part of your organization? So if you look at this, you see that there’s different micro phases from understand us all the way to help me. We would say that the first phase is understand us and understand me. This is kind of like your discovery phase where you try to really raise awareness about your change management strategy, right? The second one is tell me, show me, prepare me and let me this is when you want to drive this data across your organization about what does this change means, why this is even happening. So this is where communication is absolutely key, because you need to explain at the organizational level, but also to all the different teams. And finally, at the end user level, why are we changing? What are the benefits? What did we have before and where do we want to be? What what is this improved stage stage that we want to reach? And so the preparation, which is training enablement and let me when you have to actually start doing yourself, this is really critical to get started. This is when you kick off your process. The last phase, which is helped me, this is post deployment of your change management strategy. You need to observe what is happening. You need to measure, try to understand what are the gaps, where can we improve in order for you to iterate until you get to that ideal stage where you really see an improvement and your strategy is working well. So on this slide, we really wanted to provide you examples of activities that you can implement on your change management journey to really help you drive an element that end user perspective. So now we’re going to go to the second part of our presentation. We will deep dive into the change management activities. In the first part, actually really Level said, What do we mean by change management? What does the discipline mean before, but also today and why this is so critical? And now we’re going to give you some tools that you can leverage in order to implement those activities. So first, before talking about activities, we need to talk about competencies. And here on this slide, you see that on the left side, leadership is at the center of everything. Leaders are so critical in your change management strategy because they are the ones that are guiding the entire organization and they’re inspiring all of the people that are part of it. So when you think about those competencies, they will play a key role in each of them, even though they may not drive all of it. Communication, for example, they’re really important in that competency, explaining the why behind the change, engaging the stakeholders, the right stakeholders, you know, what type of skills do you need? Who do you need to have involved in your strategy? Problem solving the oversight. This is making reference to what actually what explained it was explaining at the beginning with program management. You need to make sure you have a plan. You’re executing the plan and you’re monitoring it. Then we have adaptability. Resilience tools are really part of your PeopleSoft skills that are necessary training and development and making sure you’re investing in equipping your teams, reinforcing this idea that this is never perfect at the beginning. So you have to accept that and keep measuring the progress and optimize it. The last one, Change advocacy. This is where we want to introduce that notion of championing change management. You need to leverage your change manager, but also your change agents that you can leverage at any level in your organization. So here we’ve developed a framework where we wanted to basically build upon proven methodologies that are available in the market and tailored specifically for our audience today, which is for our executives. We want to emphasize on three key areas leadership involvement and strategic alignment and finally, sustainable change. We have seven phases in this model that we’ve built, and each one is designed to build upon the previous one, ensuring a smooth transition and a solid foundation for the new ways of working. This is a comprehensive approach that allows you to address both the human aspect. What we’re talking about people and the strategic aspect are both super critical for executive buying and ensuring a successful implementation Business objectives alignment. This is so important your vision as you’re starting to laying it out drives your strategy and your success metrics. So see it as like your vision being your starting point and you have to trickle down that vision all the way down to how you set up your KPIs in your teams and how you’re evaluating the performance of your employees and how you’re then able to measure value and drive value. In order to achieve that, you need to communicate, communicate and communicate. This is really key to communicate both ways, making sure division is communicated well, but also making sure that when there is value or lack of value, this is communicated as well. So that allows you to make the necessary adjustments at the base of everything. This is this idea of observing how the process is evolving, making sure that you have different faces so you can test and finally you iterate based on your findings. You’re going to adopt new models, you’re going to test new things until you’re satisfied with your results. So when we talk about the core activities, the first one is stakeholder engagement. We focus on the three main one stories. Many as you saw in the previous slides, but this one is really key. You need to organize, monitor and improve your stakeholder relationships. Helps you have clear communication channels, building support among the critical stakeholders who are able to influence success in your organization. Proactively engage the stakeholders to encourage buying and overcoming resistance, which we’ll talk about a little bit later. Managing expectation and soliciting feedback at every level of the organization, making sure everyone feels involved and listen. Monitoring and evaluating the engagement efforts. You can spread out those different activities on this journey where you have kind of like those three main milestones, right? You complete your stakeholder assessment at the beginning. Then you create a matrix where you will categorize what are the impact groups and how you’re going to effectively engage those. And then finally, you complete your stakeholder commitment curve because you want to illustrate where you are today, where your stakeholders in their attitude towards changes in negative. Is it like kind of you’re not really sure if you’re satisfied with the change, but also where you want to be in the future? So this is this idea of having always a vision. On this slide we created a matrix where you see the commitment at the bottom going from awareness to understanding acceptance, adoption and finally ownership of the change management strategy. So here we’re helping you with like some engagement faces. And for each of those there is a specific purpose, some actions you can implement and which teams will be impacted that will help you develop your action plan. The second core activity is communications. As we said, it is critical for the success of a program as it provides awareness of the program’s vision and that will help you adapt the key activities that are important to directly and indirectly influence change management to. You need to equip users with consistent messaging tools and supports. You need to engage leadership and key stakeholders with timely updates, letting them know how the progress is going and having dialog on the change, making sure you’re reacting quickly when there’s some failures, some gaps that need to be filled in. First, you define your communication strategy. This is your first milestone. The second one, you plan your communications. Okay. What types of message do you want to deliver? Which channels are you going to leverage or to deliver them or your sponsors? And where do you put them on your roadmap? Having governance, which means defining the roles and responsibilities for everyone in charge of communication is key in order to be able to finally execute them. Here you have a similar matrix as the one you saw before for the stakeholder engagement. So you see the same commitment faces at the bottom. The here we want it to focus on the storyline. What type of story are you going to communicate for each of those faces? What is the purpose of the story? What is the key message that you need to deliver and what is the emotional experience that you’re expecting to create from the user perspective as you deliver that message? Last core activity. This is enablement and this is so critical in order to making sure that you’re filling the gaps for skills, knowledge and capabilities that you may encounter in your teams. As you rolling out this change management strategy. You want to build stakeholders confidence, you want to reinforce the roles they’re are expected to play in the future state. So this means addressing who, what, when and where the enablement will be delivered to stakeholders to prepare for success before the change occurs here. It’s very important, this idea of being proactive, having a plan before you start executing, and this will ultimately help you driving. Adoption of your newly implemented Adobe Solutions. First, you define what your enablement, strategy and development approach will look like. So second, you map out your training approach, right? You create a curriculum and a development plan, and that requires, again, very good governance. We really recommend having someone in charge of the enablement part, the training part. That could be your enablement manager, for example. And it’s important to have someone really driving this initiative even though there may be several people supporting this person. Lastly, you deliver your enablement and you make sure that you solicit feedback and you recognize and celebrate milestones to keep the teams motivated, You created a simple enablement approach with those five faces. Plan Design, develop, deliver and sustain, where we proposed some key activities that you could use as you’re starting to craft your enablement training strategy for your organization. Awesome. Thank you, Bernice. And it looks like I actually have a good kind of setup for this last section around really addressing change management challenges as well as how do you just measure the success of your change activities? And so when we’re thinking about, you know, kind of people’s, I’d say rational and emotional response to change, you know, there are lots of reasons why, you know, resistance, opposition fatigue kind of occur when organizations are looking to implement change. You know, it really kind of starts with the fear of the unknown. So change often brings kind of uncertainty about the future, including concerns about how the change, you know, could potentially impact job security roles in response abilities, relationships, routines. And so the fear of the unknown can really lead and be kind of those that that kind of key driver around change resistance because people are really just trying to maintain a sense of stability and security, also loss of control. And, you know, change can really cause a lot of disruption within the work environment. You know, whether that’s impacting processes, workflows, decision making structures. And so oftentimes you see that individuals kind of feel a loss of control over their work environment. And so one of the things that we’re hoping to to really kind of equip you guys with in this last session section is really around like how do we start to recognize some of those behaviors associated with fatigue and resistance and opposition? And so we’re going to first kind of start with change fatigue, because I don’t know about you guys, but one of the things that I would say is just always kind of constant is change. And so often times, you know, you kind of you get comfortable with, you know, a certain way of doing something, you know, a specific process. And then in a very short timeframe, that process is updated. And so there are, you know, kind of these situations where you just have a ton of, you know, change saturation, which leads to this change fatigue. And so unfortunately, what we see happening when there is a lot of change within a short period of time are negative reactions in behavior such as burnout, frustration, apathy. And so that does have kind of a negative impact and unfortunately kind of result in lower employee engagement and productivity. There was a Gartner study, I believe, back in 2020, 2021 that found that even smaller changes. So the change that I was referencing earlier, where it’s just a process change can actually create more fatigue. And so changes that really kind of impact someone’s day to day life, such as moving to a new team or getting a new manager or having to, you know, figure out a new technology or solution impacts employees two and two and a half times more than larger, more structural changes such as like a merger, merger acquisition. And so again, we start to see some of these these behaviors and these negative reactions to there being kind of this increase or deluge of changes. And so when you’re thinking about, you know, kind of how to address specifically, specifically kind of change fatigue, you know, there we know that there will be kind of fatigue and resistance because every change really does, even with the smallest kind of sends ripples throughout other areas of the organization. And so one, you know, the the solutions and recommendations that we make to customers is really to start managing change as a collection of projects. You really want to look at change from the perspective of the whole organization, if you recall. So when Bernice was sharing the change management journey, sort of that curve where we had kind of the end user impact as well as those specific activities, one of the things that, you know, we really focus on when we’re looking to implement change is what’s in it for me. So if you go through kind of the activity of conducting your stakeholder assessment, you’ll start to define kind of different personas or impacted groups that are going to be impacted by that change. And so when you really start to identify how is this going to impact their day to day, you know, from, again, that kind of perspective of the entire organization as opposed to, you know, some very kind of my new change, you really start to recognize and plan for those those ripples so you can, you know, kind of prevent the change fatigue, reduce the number of changes your organization needs to make. And then also you can start to empower and increase your employee’s ability to handle the change. You know, every single change that is initiated throughout an organization needs to really begin with an intended outcome. And so at the end of the session, Bernice’s really got to spend some time talking about, you know, how how can you look to kind of measure change in the success of change? And so one that is kind of understood and really, I would say kind of meaningful for individuals that are impacted by this change is really kind of being very, very explicit in kind of over communicating what is kind of that clear, concise and concrete intended outcome that you’re looking to achieve by this change. You know, it also helps to kind of reduce the risk of change fatigue because everyone is really kind of operating from kind of the same playbook, so to speak. One of the things, too, and I would say that this is a really good call out when you’re thinking about, you know, whether it is kind of your smaller or your more transformational changes is really looking to invest in your, you know, your your change competencies and your skill set. So it’s really building upon, you know, the strategies and the tactics that, you know, we will cover today. But as well as being more diligent around, you know, how change is viewed within your your organization, you know, treating it as kind of a role in a function or a task that is separate from general operations may not be kind of the best kind of approach. You know, this should kind of be embedded within kind of your day to day. And I’m not saying that, you know, you need to have, you know, a kind of communications plan for every single thing that you do within your organization. But this will kind of force you to think about, you know, what are what message are we trying to, you know, kind of send to impact groups and stakeholders that are going to, you know, kind of have some some effect of the change? Also, when we’re thinking about kind of, you know, going back to kind of the stakeholder engagement, I wonder if, you know, any any folks on a call picked up on the fact that, you know, we referred to it as stakeholder engagement and not stakeholder management, because we’re not looking to manage individuals, we’re looking to engage with individuals because we understand that at the core of change management and one of the ways that we can really drive success is keeping individuals and people at the center of whatever that, you know, whatever we do. Also, when you’re thinking, thinking about kind of, you know, navigating uncertainty, which will we’ll get into when we’re talking about resistance and we we immediately kind of tend to jump into action mode as opposed to kind of take a step back and really thinking through, you know, why did we kind of look to make this change, You know, what are kind of some of the benefits and the value that we were hoping to achieve by this change? And if you have that, you know, kind of documented, are you sharing and communicating why the changes being made? What are the benefits of the change? Because again, I would say that that is just a really good practice to overcommunicate with your team members because you’re being transparent with the information and above all, really start really hoping and helping and supporting your your impacted groups and stakeholders to understand the change. And so when we think about, you know, kind of another challenge that we often face within change management resistance and opposition. So these are, you know, just some examples of ways that we see, you know, whether it is behavior. So denial where individuals refuse to even acknowledge the need for change or the validity of the proposed changes, you know, whether they are, you know, expressing, let’s say, disbelief or skeptical skepticism around the change and also just like lack of engagement or participation, you know, they they have not kind of received the position of the what’s in it for me. You know, they don’t really understand kind of the value in the benefits that can be achieved throughout the change. Also, just a negative attitude and attitudes and emotions, you know, whether that’s just like anger or fear, frustration that really just goes back to what what we kicked the section off with. And that is just that’s a that’s a rational response when you’re thinking about, you know, whether the change will kind of resolve or result into, you know, a change of roles or responsibilities or even job security. So over communicating, you know, with your impacted groups can really help to to mitigate, you know, some of the challenges that we see. One of the things I do want to just call out before I go to the next slide, we oftentimes see how customers will, you know, kind of resist the change and then find themselves kind of defaulting to the status quo. And so that is really, you know, just an opportunity for you and your your leadership team to really kind of drive home the message around why the organization is investing in that change. Because we know that with any you know, any type of change within an organization, not only is it an investment of time and people resources, but also money. And so when we’re thinking about how can we start to kind of mitigate and manage the resistance we really go into, you know, how do we kind of identify kind of the root causes of why, you know, individuals are being resistant to the change? We’re really looking to address their concern. And, you know, we have a feedback loop in place and they’re involved with the change at the beginning. You know, it’s not it’s not a situation where, you know, a change is, you know, implemented. And then you start to, you know, engage with your impacted groups. Now, they should be brought in as soon as the vision is established, which early spoke to a few slides ago. And also, again, really driving home the how can they benefit, what value can the organization kind of achieve throughout that change? And so one of the I would say kind of the simplest frameworks that, you know, you can use to to help manage this resistance is really revisiting the questions that you hopefully addressed and answer when you first kind of establish the change initiative. So why should we change? So this again, is really speaking to there was some work, some investment done where your organization identified that there was an area of opportunity or improve it. So how are you communicating that? Why should we change with your impacted groups, with your organization? What should we change? Again, this is you know, this can be inclusive of, you know, an organization going from, let’s say, Adobe Analytics to customer journey analytics. We recognize that there is value in making that transition from Adobe Analytics to customer journey analytics. Your employees, your your resources, they might not understand that. So really, excuse me, diving into, you know, the what should be changed? Who should be changed? Again, this goes back to, you know, kind of those those rational behaviors and responses to change because this is, you know, kind of the fear of the unknown. You really want to communicate, you know, what what does the impact or what does the kind of journey look like for individuals that are going to be impacted, you know, whether or not it is them changing, you know, how their day to day kind of workflow kind of operates or they are being required to kind of, you know, learn additional skill sets to support the you know, introduction of new technologies and new solutions within the organization. You know, those are the things that you really have to communicate. And then finally, kind of excuse me, rounding up these various kind of questions. So to help to manage the resistance, you know, how should we lead This really kind of speaks to when you are working with your executive sponsors, because, again, executive sponsorship is critical to any type of change initiative, whether it’s small or large. So ensuring that you have that active advisor board sponsor are building, you know, kind of champions and coalitions and allies across the organization and their communicating with their employees and with the workforce. And then finally, you know, really kind of, I would say double tapping into to the reinforcement that Bernice was talking about around kind of the sustainability in the support of the change, change change management is not kind of a one and done again, this should be embedded kind of within your within kind of your your day to day in your operate sense. And so now we’re going to kind of close out with, you know, how do we start to measure change? Thank you. Ashley Yes. So this is the last piece of our presentation and we really wanted to insist on how do you even start thinking about measuring success for a change management, which is not that easy. Change management is more so a concept. We can think about it as a discipline, but it’s not as easy as simply measuring results for a marketing campaign, let’s say. So where do we start? So before measuring your change management effectiveness and start thinking about, okay, what type of metrics I can start measuring, you want to think about your success criteria very early on in your process. When you start laying out that vision. What we were talking about in the beginning, when you saw that Pyramid, we really want the leaders to start thinking about it as a project and an initiative to measure change management effectiveness. What is what does success look like? When will I say, okay, we’ve been successful with this change management strategy. So this is when you really start thinking about how do need for stakeholders to really collaborate in creating a shared definition of success is essential. So you want to address any misalignments since the very beginning. So that means if the vision only comes from the leaders, but then they’re not all aligned or this is not being communicated properly to then their direct reports and middle management. And then finally the people that are working in all the different teams in the different departments, then there will be issues in trying to understand what are we even doing this change management and when are we going to be successful. So we see very often in our own organizations, but also in our day to day jobs. We actually, when we talk to our customers, that this is really hard to define. KPI is right. This idea of value realization. This is because sometimes your metrics will not necessarily be easy to find and quantitative. Sometimes it will be more qualitative. So it’s a common obstacle. You can overcome this by really advocating for a comprehensive success criteria. Once you have that success criteria, you can really incorporate what we call the people side metrics alongside some technical metrics. So here we’ve created a change management matrix where we have some metrics you could start considering. So you could use this as a general framework just to get you started and start thinking about the type of metrics you could develop and your organization. And we wanted to really consider those metrics from three different performance lenses. The first one is the organizational performance, the business results. How was the company performing then? The individual performance, which is all as and critical. How are you going to evaluate your employees? How are you going to make sure that all the teams are performing well and that each end user is reaching their business objectives or KPIs for their own performance and for their own professional development? And lastly, the three lines that we really need to consider is change management performance in itself. So once you think about those three performance lenses, you really have to consider, okay, how am I going to start measuring those performances? You have the maturity dimension, so start thinking about the question that you’re asking for each of those lenses. What are you trying to evaluate? And then you will need to think about the business benefits. So having like this alignment to the business objective, to the strategy of the company is key. Everything needs to tie up and be aligned to the strategy of the business. And so once you have those clear, you can start thinking about, okay, those are examples of metrics that we’ve put together for you to start thinking about it. Obviously, the goal is to get you started and then you to refine this based on your industry, your company, all the knowledge that you have about what you’re currently going on, what is happening in the market, but also if we’re really talking about from a technical perspective, if you’ve implemented, let’s say, a new solution and you Adobe product, Okay, why did you do and what metrics are you going to measure in order to make sure that you’re keeping on track and you’re aligned to what the solution is helping you, doing what use cases you’re trying to solve with this solution? And then you have the cadence when once you have defined your metrics, you need to try to understand, okay, how often do I need to measure those KPIs? Right? Sometimes it will be only during your quarterly reviews when you need to really think about your performance in you’re doing a look back. Sometimes you can do some weekly productivity reports for months, over months. So it’s this idea of really looking back and comparing where you were before where you’re at today and seeing is there still any gaps? Can we still improve their work? What else can we do? And so in that last column, we gave you some examples, like some methods that you can start leveraging in order to measure those KPIs. So really consider this as a general framework to help you get started and start thinking about like those performance metrics and then keep refining it as you go great. So we’ve been through all of the content that we have prepared today for you guys. And on this last side, we wanted to make sure that we really review like kind of like, what are the key takeaways If you had to only remember like the main points that we’ve outlined today with Ashley. So we started the presentation really talking about what is change management in general and why this is so right, starting with ensuring alignment, you know, aligning your organizational objectives with the individual performance. This idea that the organization is aligned with the individuals and employing a sharing everyone works together towards the same goals, enhances agility this idea that you have to be adaptable, flexible and having like some agile frameworks to make sure that you’re adapting to this change. Management and then improving efficiency. You want to streamline your processes or you want to reduce, reduce and see you want to save time. This is usually the reason why there is a change management strategy being implemented at the very beginning. It’s never for the sake of just having changes. It’s always to try to improve. We would serve some tendencies, we’ve observed some gaps and we know we can do better. In the second part, we reviewed what are the main core competencies that you need to leverage throughout your change management journeys and which specific actions you can implement. There are many actions, but we wanted to really highlight three main ones that we think are critical. The first one being the stakeholder engagement, identifying, involving the impacted groups very early on in the process and throughout to foster buying and reducing, resists and being proactive in trying to managing this resistance and avoiding it. Effective communication. Communication has to be constant and very transparent. Communicating the why behind this change, making sure that every end user understand what’s in it for them, and then training and support, providing the adequate training and resources to ensure everyone feels comfortable with the change. Everyone has a plan. They know that even if today do not truly fully prepare at least they have the tools and they have the time to dedicate into the learning path to be able to adapt to new systems and new processes, especially if you’re implementing a new solution and you have to transition from one technology to the other. It will not happen overnight. You need to make sure you give your end users some time for them to learn and adapt. The last piece that we reviewed was really this concept of when you have change management, there’s always going to be some challenges. Overcoming this is not easy and this is also something that requires a lot of patience. You will not have a change implemented immediately and see great results immediately. So the first one is acknowledging that you will have change fatigue almost in every situation. The very important thing here is being able to address it, right, recognizing it and not brushing it off and giving a voice to everyone to make sure you’re collecting feedback and you’re adapting so you can implement some strategies to support them. Resistance Management. It’s understanding and addressing the root causes. It may come from different departments, different teams. They may feel differently about the change. So it’s really about having empathic leadership and inclusive decision making to adapt the right solution. And lastly, your success metrics, it’s really understanding, okay, now that you went live with your new strategy, how are you going to know if this was a good thing, if you are successful? So rigorously measuring the impact of the change initiatives using clear metrics, adoption rates, productivity changes, door, those are examples that will really help you monitor progress and inform ongoing adjustments. So we really want to leave you with this idea that when you implement a change management strategy, you will have to iterate, You will have a first version of what this new change strategy will look like. And then you have to keep observing, measuring and adapting until you’re really reaching that final version that you’re satisfied with. Oh, all right. So we are done with our content. So this is the Q&A portion. I will launch a poll just right now. It’s very quick. Only two questions that we would love you guys to answer them. One is about really providing feedback about the session. And then the second one is to help us kind of shape the content for any future sessions. Please let us know what type of content you’d like to see presented in the future that would really help us tailor our content for you. Awesome. Thank you, Bernice. So I have been reviewing the chat, so I see so it looks like. So there was just a call out around the adoption curve tracking. So yes. So yes, we did not talk about, you know, I would say a lot of these activities in detail today because we really just wanted to provide kind of a primer. But if this is something is of interest to the group, feel free to to share that in the poll because that will really help for us to start to plan and define a roadmap for for future session. So if we see that there is a lot of interest around, you know, kind of measuring team success and how how can companies and organizations really look to to track adoption, We can have webinars specific to that topic? I think so. Let’s see, which is just going through the chat. I think. That, you know, we’ve helped to kind of address some some comments that were left in the chat towards the beginning of the meeting. And so, you know, onboarding new platforms, readiness, value, realization, again, you know, that is, you know, really the the the the value of change management. And so when you’re starting with kind of your vision and looking to communicate, what are the benefits and, and the value of, you know, what you’re looking to kind of change what are those change initiatives look like? You know, it really starts with kind of the vision and then kind of the stakeholder assessment and really identifying of those individuals that are going to be impacted. You know, kind of what’s the degree of impact, you know, do you need for them to be kind of committed and engaged throughout the entire change journey? You know, are there some, let’s say, impacted groups or personas that you really only need to, you know, have engaged or involved at the very beginning? And then you kind of shift to, you know more, I’ll call them boots on the ground kind of practitioners, those that will actually, you know, be really kind of looking to drive the change in the adoption. And also when we’re thinking about, you know, how to successfully get the buy in for senior, again, that just goes back to what’s the vision you know, when you are, you know, communicating with your senior leaders. What’s that business case that you’re you’re looking to to really kind of drive home around some of the value in the benefits and the advantages of the change that that you’re looking to implement. Also, if you have, you know, let’s say an executive sponsor already identify, how can they really kind of act as, you know, a champion in an ally of the change. So they that so that they can then start to build kind of that coalition where you can get buy in, you know, across the organization that’s to be key let’s see hoping to learn more. Yeah so navigating so if you’re shifting from kind of the omni channel to you know, kind of that that next next best experience, you know, I imagine that, you know, that touches a lot of different kind of facets of your organization. So solutions, people, skill set processes, so when you’re thinking about kind of making that transition, you know what, what are again, you know, what’s what’s that value? You know, I’m pretty sure that, you know, you can, you know, kind of leverage studies where, you know, we see that, you know, consumers are expecting, you know, kind of that hyper personalized omnichannel experience. And so that is kind of, you know, a really kind of good example for, you know, how you can really communicate, you know, some of the benefits and the value of your changes. And really, did I miss anything. In the chat? I think you covered it all excuse me, from the chad, but also from the questions that the registrant had submitted prior to joining the meeting. We really encourage you to when we were saying, like with the second question, really let us know what do you want to talk about and could be related to change management as we said, we’ve actually we’re really interested in this topping, so we’re planning on developing potentially additional topics to dive a little bit deeper in some of the topics that we’ve already talked about. Just kind of like do a double click on some of the concepts because there’s so much to talk about with change management. We really want to give you this high level overview on what is the general framework, How do you go about change management in general? But there are some interesting topics we could also think about if we are double clicking on specific industries. For example, when you just mentioned omnichannel or the specific use cases, specific technology. So please do let us know what you thought about this topic. This was helpful. And if there’s anything else that you you really need support with and would love to develop content for you. Also, again, I want to thank everyone for taking the time to join Bernice and I today. We really appreciate kind of your your participation and attendance and we hope to see you at future webinars. And a reminder that at the very beginning of the chat we did post upcoming webinars, I think the next one is scheduled for May 7th. So again, thank you again and have a great day now. Thank you everyone. Have a wonderful day by.