Today’s reading lists includes tips for managing change and surprising research about what is missing in your change management communication plan.
Successfully adopting new enterprise software requires utilizing a change management process. This article breaks down the five steps an organization took to transition from Salesforce classic to Salesforce Lightning:
- Identify and understand your end user
- Categorize your users and find your champions
- Implement and manage the change
- Continually train all users
- Drive adoption and optimize
letzNav Takeaway: The last two steps, continually training and driving adoption, are the core to maintaining change. Many organizations complete an initial rollout, only to lose steam before fully adopting their new platform. As a product adoption platform, letzNav offers tools that allow to continually train and onboard users while measuring your overall adoption progress.
"All companies deal with change somewhere or another," Anaplan CEO Frank Calderoni tells CIO.com “You know you have to constantly keep changing. But the problem with change is that change sometimes is not necessarily easy for people to embrace and be successful at."
As the former CFO for Red Hat, Cisco, QLogic and SanDisk, Calderoni has ample experience in managing change.
letzNav Takeaway: One of Calderoni’s key points is that change has to start with leadership. Executives not only need to be on-board with change, they need to create and continually communicate the vision for change.
New research in the Academy of Management Journal suggests the key piece of information that could be missing from your change management communication is explaining what won’t change.
Change management communication plans often emphasize the benefits and reasons for the change, but sometimes that isn’t enough to overcome the uncertainty and resistance employees have toward changes.
The research suggests managers should strike a balance between communicating the benefits of the change while emphasizing continuity in what parts of the business and culture will be the same.
letzNav Takeaway: When rolling out new enterprise software, it’s easy to talk about the benefits and process improvements the new system will bring. But, ultimately the same work needs to be done. People get nervous when they think their jobs are changing. This research would suggest organizations that are trying to implement new software should let employees know that the work that needs to be done isn’t changing as much as the way it will get done.
Change Management Weekly, letzNav’s summary of the latest trends, news, and tips in the world of enterprise change management, is published every Friday.