IT is a multifaceted category as it connects every function of your enterprise, no matter the type of work. Changing suppliers for an IT based offering can introduce specific challenges. It is vital to forge a path of properly set expectations that will make a positive and meaningful impact for the acclimation of your workforce to a new supplier, and vice versa.
In this 2-part series we will cover the four phases of change management and describe how to apply them to all types of work. This post will delineate phase 1: Communication Conception and phase 2: Collaborative Architecting.
WHAT THE NUMBERS SAY ABOUT CHANGE MANAGEMENT
36% of IT managers plan to implement agile automation solutions in 2017, and 28% expect their IT budget to increase by more than 10%. 25% expect their IT budget to increase 5-10%.IT Priorities Study 2017
With increasing IT budgets and demand for flexible automation, it is clear why IT change implementation is a more critical area for procurement to grasp than ever before.
Since the 1970’s one startling statistic has remained consistent, 60-70% of change projects fail.IBM, Harvard Business Review and Forbes
With strong preparation and project management procurement can positively impact 30-40% of the projects that fail and set you on the path for success.
PHASE 1: COMMUNICATION CONCEPTION
Effectively communicating the forthcoming change will boost compliance and ease adoption. The manner in which you are aligning change to a positive outcome will provide the framework for your adoption process.
- Who Needs to Know? When you are developing your announcement strategy identify all the key IT stakeholders that will be affected by any implementation exercises. Consider crafting targeted communication concepts for each stakeholder group to maximize efficiency. This is where you will recruit and begin building your internal champions that will prove to be crucial as you progress through the stages of implementation.
- What is the Message? You will reap valuable benefits from conveying the reasoning behind change and the positive outcomes that result from adopting a new IT supplier.
IT stakeholders tend to have more risk related concerns, be certain you are acknowledging the security and reliability of your new program. Outline clear directives and supportive benefits for the end-users, building trust and individual alignment to the program.
- When to Communicate? Continuously. Foster an on-going dialogue expanding employee knowledge and extending into performance once deployed. Address change at the beginning of the process when the new contract has been awarded, throughout adoption for a smooth transition, and at the end of implementation to ensure compliance.
PHASE 2: COLLABORATIVE ARCHITECTING
A seamless IT transition starts with procurement. Post contract acceptance, the focus is on execution and engagement. All the vital members of the transition team need to align their expectations and develop processes to architect the progress. Procurement will run point on engaging all stakeholders that will play pivotal roles in the deployment and collaborate with the supplier and GPO transition teams to clarify next steps and align expectations. There will be many ‘checks and balances’ meetings to maintain alignment, simplifying change.
“The success of any project is dependent on the member’s ability to effectively communicate their organization’s goals and objectives to the supplier early in the process. By sharing information early and through team based collaboration that utilizes content experts, and proven processes, the supplier has the ability to formulate an organized strategic approach that aligns to the member’s business needs and expectations, ensures correct timelines and planning for effective execution, and meets, and possibly exceeds their goals and objectives,” explains Michael Cardwell, Director of Business Development for Konica Minolta Business Solutions.
Define a timeline that is reflective of your procurement exercise. The best change management occurs when all teams are connected and ready to solve your business challenges.
In the final installment of this series we explore the remaining phases in change management: Action and Accountability and Continuous Engagement.
Ben Hatch: Category Manager, IT/Telecom at Corporate United
Ben is responsible for Category Management within the IT/Telecom vertical at Corporate United. In this role, he serves as the category manager for Multi-function Devices, Conferencing, IT Hardware Support, and Telecom Consulting. He works cross-functionally with stakeholders and suppliers to provide program support, provides ongoing support to Corporate United supplier relationships and ensures value is provided within the category to members and suppliers alike.