Transcript change - Blake Reynolds Consulting

Compass Program
Change Management Plan
July 2008
Agenda
• Our Role
• Our Goal
• Our Strategy
– Communication
– Change Network
– Stakeholders
• Closing Thoughts
2
Our role
• Membership
– Kate O’Brien (Team Lead)
– Blake Reynolds (Communications Coordinator)
– Gian Schauer (Content Developer)
– Laurie Connors (Strategy)
– Ted Witherell (Strategy)
– Laura Semlies (Strategy)
– Lisa Adragna (PMO Liaison)
– John Stone (Advisor)
• Provide strategy and infrastructure for Compass Change Management
3
Our goal
• The goal of the Change Management Team (CMT) is to
move our constituents along the “change curve” from
initial contact to positive perception
• If we are successful, our efforts will encourage
engagement in Corporate Design and support successful
implementations at the entities
4
Our goal
The Change Curve
You are
here…?
Internalization
Institutionalization
Behavior
Change
Acceptance
Positive
Perception
Contact
Understanding
Awareness
Time
5
Threshold
@ Go-live
Our strategy
• We will rely on strong communications to move our
stakeholder groups along the Change Curve
• Communications will be planned for multiple audiences,
with a tailored message for each audience
• We have come up with a set of guiding principles to
govern our program communications
6
Our Communication Philosophy
• We’ll tell you what we know
• We’ll tell you what we don’t know
• We’ll tell you if we can’t share something yet
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Our strategy
Three core components of change management:
Communication
Change Network
Stakeholders
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Our strategy
Communication
Communication needs to be:
Truthful
Entity-focused
Timely
Delivered in multiple vehicles
Regular
Supported by a strong brand
Flexible
Relevant
9
Our strategy
Communication
Communication needs to be:
Truthful
Entity-focused
Timely
Delivered in multiple vehicles
Regular
Supported by a strong brand
Flexible
Relevant
Truthful
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Truthful communication
We will tell:
• What we know, when we know it
• What we think we know
• What we don’t know and when we think we will know it
• What we know but can’t tell and why
• If we aren’t specific about what we know and what we
don’t know, the “rumor mill” will fill in the blanks
• The “rumor mill” is often worse than the reality
11
Our strategy
Communication
Communication needs to be:
Truthful
Entity-focused
Timely
Delivered in multiple vehicles
Regular
Supported by a strong brand
Flexible
Relevant
Timely
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Timely communication
Ensuring that communication is timely in a program this
complex will require:
• Formal timeline of proactive communications that
coincides with the program critical path
• Clear vetting process so that proactive and reactive
communications can be developed, vetted and
disseminated in a timely manner
13
Timely communication
Sample Communication Plan
Date
Audience
Message
Vehicle
Messenger
Creator
Comments
Contracting and Pre-Design: October 2006 - Present
10/16/06
VPs
11/15/06
Finance
Committee
12/6/06
IT Leadership
Project Background, Benefits (1 slide),
Activities, Executive Discussions,
Siemens as Vendor, Next Steps
Selected Accenture as Implementation
Partner, Siemens Contracting, Gap
Analysis Approach, Next Steps
Compass update, detail surrounding
activiites -- gap analysis, hr issues,
contracting; IT perspective throughout
Asked about Communication
requirements at their respective
entities
Community VPs
Update
Presentation
Presentation
John Stone
John Stone
• All information pertinent to all audiences and all key
messages for the Compass program on an ongoing
basis are captured here
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Timely communication
Development and Vetting Process
CMT provides
tools/editing as
needed
No, but we’ll help
Comm
Plan
Reactive Short Timeline
Exec. Owner /
JRNL / PJM
CMT
1) Exec. Owner
Doer create
review comm.
revises comm.
2) CCMT “Doer”
Comm.
Assn:
Back to
requestor/other
appropriate
person
Go!
Yes (24 Hours)
CT
No
CMT
Cmpss
Team
Do we
own it?
Yes
Emergency?
No
Proactive / Reactive Long Timeline
CMT creates
CMT
CMT
CMT
comm.
revises comm.
revises comm.
revises comm.
(2 Days)
Emerging
Need
Go!
CT/ Proc.
JRNL review
PJM review
Arch. review
(2 Days)
(2 Days)
(3 – 4 Days)
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Our strategy
Communication
Communication needs to be:
Truthful
Entity-focused
Timely
Delivered in multiple vehicles
Regular
Supported
by a strong brand
Regular
Flexible
Relevant
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Regular communication
Communications should occur on a predictable – and strategically repetitive –
schedule.
• Strategic Repetition
• People need to hear something three times for it to register as important
• Quarterly Themes
• Develop core themes and include them in multiple communications over
a three-month timeframe
• Audience-Based Tracking
• Track frequency and message by audience to ensure that
communication is appropriate
• Communications will be tailored and tracked for each audience (e.g.
CFOs, Physicians, Managers)
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Regular communication
Communication Plan by Phase
Summer 2007
18
Fall 2007
Summer 2008
Fall 2008
Regular communication
Audience View
• A way of tracking and assessing contact with each
audience over time
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Our strategy
Communication
Communication needs to be:
Truthful
Entity-focused
Timely
Delivered in multiple vehicles
Regular
Supported by a strong brand
Relevant
Flexible
Relevant
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Relevant communication
We will ensure that communications are relevant by:
• Providing information on current activities
• Delivering tailored messages to specific audiences
• Linking the communications plan to the program work
plan in order to deliver to milestones
• Leveraging the Value Plan to craft messages for
stakeholder groups
• Tracking communications by message (not only
frequency)
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Relevant communication
Values
Concerns
Patient
•
Make it easier to get high quality care (right care
at the right location)
•
•
•
•
Common scheduling
Common registration
Online service
•
•
•
When things change, will I know what to do?
What is Partners? I didn’t know that my hospital
was part of a larger network
Patients will infer capabilities that are not in
scope
Increased service and access
Clinician
•
•
•
•
•
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Reduce time-consuming administrative hassles
Easier for physicians who work at multiple
Partners sites
Easier to refer patients to other physicians within
Partners
Feel increased value and satisfaction with
Partners
Improved data flow between clinical and
administrative information systems means
increased patient safety
•
•
•
•
•
•
•
•
•
•
“Distraction” due to Compass will stall other IS requests
Loss of staff to training
Loss of control over scheduling
Pressure to use open scheduling
Will I lose my patients?
How can non-owned practices participate in Compass?
Compass may inadvertently increase patient expectations
for clinicians (docs should ‘know’ everything about them)
“Leakage” of patients to other entities / doctors
Will this mean an increased burden of responsibility on
patients?
Loss of entity brand vs. Partners brand
Relevant communication
Values
Concerns
CEOs / Sr. Leadership





Increase patient loyalty
Increase ROI
Added value from Partners hospitals working together
Decreased system complexity
Reduced exposure to risk (compliance, financial)





Cost
Staff distraction; too much focus on Compass
Will this work?
Forced to put other projects on hold
Length and sequence of timeline
All Impacted Managers




Systems will increase efficiency and effectiveness of staff
Faster onboarding
Increased staff satisfaction
Increased revenue









Will staff leave to work on the project?
Will I need to devote time to project?
Loss of control due to standardization
Training will take staff away from their jobs
Increased energy required to manage staff through change
Will experts on the old system leave?
Will other IS requests be put on hold?
Will anything really change?
Will I lose my job?
All Impacted Staff



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Systems will be easier to use, more intuitive and require less
memorization
Skills portable to other Partners locations
Increased morale resulting from reduced feelings of “us”
vs.”them”




Loss of control
Resistance to change
Will I lose my job?
Will my job change? How?
Relevant communication
Values
Concerns
Front End Staff


Easier scheduling, registration, ADT systems
Information for case management will be more
accessible
Finance




Improved financial systems
Improved service to patients
Increased revenue for Partners and the entities
Common data and rules
IS




Updated scheduling, registration and other systems will
provide better patient service
Biggest IS healthcare project (pride, excitement,
challenge)
No longer need to maintain multiple systems and
interfaces
Enhanced integration provides great opportunities for
innovation





Need to maintain the old system while the new system
is being deployed
I’m an expert in a system that will be replaced. Should I
leave Partners or learn new system?
Will my job go away?
Will the new system work?
How much training will I need?
General Staff

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Pride in the improved patient experience

Will I be told what I need to know when I need to know
it?
Our strategy
Communication
Communication needs to be:
Truthful
Entity-focused
Timely
Delivered in multiple vehicles
Regular
Supported by a strong brand
Flexible
Relevant
Entity Focused
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Entity focused communication
Compass Communications Team (CT)
• Includes an HR rep and a Public Affairs rep from each
entity (additional members TBD)
• Meets monthly to vet communications and facilitate
dissemination of communications at each entity
• Each entity will have its own communications team during
the implementation supported by the Change
Management Team (CMT)
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Entity focused communication
Communications Team
(CT)
Entity 1
Entity 2
Change
Management
Team
(CMT)
• CMT plus 2 members from
each entity (HR + PA)
Entity 3
Entity 5
Entity Communications
Teams
• 1 CMT representative
Entity 4
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• 2 CT entity members
• 2-3 additional entity reps
Our strategy
Communication
Communication needs to be:
Truthful
Entity-focused
Timely
Delivered in multiple vehicles
Regular
Supported by a strong brand
Flexible
Relevant
Multiple Vehicles
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Multiple vehicles for communication
• E-mail will be used for central messages
• If it includes sensitive material, we will use the following sequence:
• Process Owners Steering Committee / CT
• Senior Partners Leadership
• Mangers / Directors
• All Staff
• Monthly slide deck utilized by the Program Management Organization (PMO)
• Compass Web site on the Partners intranet
• Presentations
• Open forums and regularly scheduled meetings
• Other
• Mailings, posters, etc.
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Multiple vehicles for communication
Monthly Slide Deck
Each month the Change Management Team (CMT) will create a
deck of core slides for the Program Management Organization
(PMO) to use in all presentations
• Additional info may be added for specific meetings
The deck will address the following questions:
• Where is the program now?
• What are the current activities?
• What do I need to know?
• What are my concerns?
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Multiple vehicles for communication
Web Site Material
• FAQs
• Program updates
• Recent presentations
• Leadership messages (e.g. from Dr. Mongan)
• Detailed information linked to email communications
• Other
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Multiple vehicles for communication
Compass Intranet
Material available on site:
• All past communication materials
• Executive directors and program
leadership bios
• ESC and CDC member list by
entity
• Frequently asked questions
• A way for you to submit questions/
comments/ observations
To learn more about Compass,
check out: http://compass.partners.org
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Our strategy
Communication
Communication needs to be:
Truthful
Entity-focused
Timely
Delivered in multiple vehicles
Regular
Supported by a strong brand
Branded
Flexible
Relevant
33
Branded communication
• Use of Graphic Designer to develop new Compass logo
• Simple look for easy brand identification
• Develop standards for use in slide decks, e-mail and
written material
• Develop short video to brand the Compass vision
• Geared to Partners managers and new program
employees
• Develop a robust, professional-looking website with
Compass-specific “look and feel”
34
Our strategy
Communication
Communication needs to be:
Truthful
Entity-focused
Timely
Delivered in multiple vehicles
Regular
Supported by a strong brand
Flexible
Relevant
Flexible
35
Flexible communication
• The complexity and scope of the program will require our
communications to remain agile and flexible
• We will balance maintaining certain elements of
consistency with the need to respond to internal program
and external PHS changes
• Keeping the CMT and CT focused and in step will
increase flexibility and responsiveness
36
Our strategy
Change Network
An interconnected network of people actively enabling change in the
organization. It is comprised of linkages between the Compass Program,
key stakeholders and stakeholder groups across the organization at multiple
levels
Goals are to support change:
• with open, timely, and relevant communication
• by monitoring "health" of stakeholder groups
• by proactively addressing concerns before they impact the Program
• by inviting the participation of stakeholder groups
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Change agents
What is a Change Agent?
• Responsibilities
• Advocate & evangelize for the Compass Program
• Act as the face of Compass change management efforts within
assigned group(s) – facilitate meetings, conduct presentations
• Serve as the “eyes and ears” of Compass program management
• Facilitate Change Management and Communication efforts within
group(s)
• Will be formally asked to fill this role
• Supported by Change Management Team and by Training
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Change agents
Change Agent Support
All team members are considered Change Agents
• A component of every job description
Training
• Appropriate training will be provided for the team
Coaching
• Will be available
Risks and Issues
• Scheduled a weekly PMO meeting to focus on stakeholder risks and issues
Open Forums
• Twice monthly Change Management open forum with the entire program
team
39
Our strategy
Stakeholders
We will identify, monitor and develop a remediation plan
for our individual stakeholders and stakeholder groups
as necessary
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Identifying stakeholders
• Who is a stakeholder?
– Entity executives from CEOs to Directors / Managers
• How are stakeholders organized?
– Individuals are placed in one of three tiers
• Tier 1: 20-25 key executives very influential to the success of the program
– Reviewed by Executive Directors, Advisory Group and Executive Sponsors
– Assigned an owner and plan as needed
• Tier 2: VPs and CIOs, CFOs
– Reviewed by Executive Directors and Advisory Group and plan determined
as necessary
• Tier 3: Directors and Managers
– Reviewed and managed by the PMO
• How are stakeholders evaluated?
– Assigned green, yellow or red designations according to perceived view toward the
program
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Managing stakeholder groups
• There are numerous stakeholders groups attached to the program
• They have been grouped into 4 key buckets:
• Executives
• Partners employees
• PMO
• Other groups – e.g. patients, donors
• Database will be used to track and monitor stakeholder groups. Can
be sorted by:
• Content of presentations
• Timing of communications
• Issues/concerns
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Managing stakeholder groups
CMT
Executive
Leadership
Executive
PHS Board
Op Heads
Key Executives
CFOs, CIOs
CMT
Entities
Physician
Organizations
MGH
CT
BWH
NWH
NSMC
CMT
Program Team
PMO
Program Team
CMT
CT
External
Media
Payers
Donors
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Patients
Our goal
The Change Curve
If all of these components of Change
Management are successful, we will
achieve our goal of moving stakeholders
along the change curve
You are
here…?
Internalization
Institutionalization
Behavior
Change
Acceptance
Positive
Perception
Contact
Understanding
Awareness
Time
We will conduct surveys throughout the program to gauge the
“change” level and movement of stakeholder groups
44
Threshold
@ Go-live
Closing thoughts
Training
• We are in the early stages of building out a robust
training program for end users
• Training will be an important component of the
Compass Program – from a Change Management as
well as a program-wide perspective
45
Closing thoughts
Risk Mitigation
• We have a comprehensive strategy for risk mitigation, including:
• A close relationship with the PMO
• Three weekly sessions with team members
• One specifically dedicated to issues and risks
• Stakeholder Management activities
• Identify and develop action plan for risky stakeholders
• Emergency plan for communication
• Quick, reactive plan to release accurate information
• Change Management training for Compass team
• Equip individual team members with necessary skills to identify
and address issues and risks at the point of occurrence
46
Closing thoughts
Compass is fundamentally a change project
• Will be a serious challenge
• Largest program to date at Partners
• Everyone involved in the program is charged with
managing this change
• Compass success depends on Change Management
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Your Toolkit: We have a lot of communication resources that anyone
can access.
• Communication calling cards!
• Intranet: http://www.partners.org/compass
• FAQs
• Information about project scope, Soarian product, project team
• Monthly communication deck
• Email the project team directly & watch the Compass video
• CDC and ESC members at each entity have formed Home Teams to plan for
their entity implementation
• You can direct people to ask their CDC and ESC representatives
(names of members are on the intranet under “more information”)
• Ask me! If I don’t know the answer, I will find where to direct you
48