Whether it is a functional reorganization, a new system implementation, or any number of strategic initiatives; the quality and availability of training can help make or break the success of a project. In this week’s blog, Karen Mancini writes about the key role that training plays in preparing and executing transformation initiates.
In Part 1 of this series, we discussed the importance of positive morale throughout an Agile transformation, comparing it to a “Sleeping Giant” that can make or break the success of that transition. But how, exactly, are attitudes improved (or, better yet, positive from the start)? Communicating wins early and often is a big part of a successful Agile transformation including both wins in code delivery and wins in attitudes. What are some possible reasons for increased morale throughout a move to Agile?
There is no shortage of Agile transformation efforts across many industries in 2017. There is also no shortage of artifacts to monitor Agile Readiness and Evolution throughout each stage of the process. But some of the most important elements of a transformation are also the most difficult to monitor: those concerning the state of team morale.
One of the most daunting, complex, and beneficial changes an organization goes through is culture transformation. In many engagements at SEI, we help our clients work through some level of change which can vary based on client need. For example, incremental product releases may only need efficient online training modules to satisfy knowledge requirements, whereas large-scale implementations of brand new technology may necessitate more rigorous change management using a defined methodology.
Change is hard. Enacting successful change within an organization requires constant focus on communication, stakeholder engagement, training and organizational readiness. When you dive into each area of focus, it becomes easy to see why many organizations dedicate full-time resources to focus on managing change across the organization. However, the reality is that a lot of companies simply don’t have the resources to dedicate to this kind of focused change management. So what’s a project manager or team member to do? The answer is simple; engage in incognito change management.
A new client recently asked us to help them address a major pain point – a struggling CRM implementation. In the previous year, they had invested heavily in a new tool to drive sales efficiencies. A few months following the launch, adoption numbers were nowhere near the predictions and in turn ROI wasn’t realized. Their story isn’t unique – between 60-70% of all CRM launches fail. Leading a re-implementation may seem daunting, but second passes can provide a great opportunity to be successful. You can leverage lessons learned to create a user-centric experience that will turn a detractor into a champion and get buy-in from executives on the necessity of visible engagement.
The combination of Big Data technologies and a smart approach to analytics can provide organizations with improved customer insights and a move toward data-driven decision making. However, the keys to successful development of new capabilities include both process champions and change agents to facilitate a smooth transition. Effective Change Management and Change Leadership are integral components of capturing the benefits of Big Data.
The concepts of Business Analytics, Visual Analytics, and Predictive Analytics may be familiar to you and are most likely embedded in your current organizational capabilities today. However, the capacity to collect, consume, and analyze tremendous volumes of data is a capability many organizations struggle with. The integration of technology into all operational aspects of a business enables the collection of data at a much more granular level than previously imagined. The management of this data becomes even more unwieldy once you begin to introduce the unbelievably large amounts of data from the world of social media. In the face of this deluge of data, two questions your organization has probably asked are: “What should we do with all of this data?” and “How can we turn this data into a competitive advantage for our organization?”
Rolling out agile scrum at an enterprise level in the corporate arena can be challenging for even the most adept managers. The role the manager plays is essential to the success of the agile program. Other roles, such as the Scrum Master, Product Owner and Development Team are clearly explained by scrum in its core practices. But less clear, is what happens to the manager when an organization migrates to agile. How thorough a knowledge of agile does a manager need to have to be successful? How much training and exposure to agile practices do managers need to be effective? How experienced must a manager be in leading to run an efficient scrum program? Below are 5 key tips a manager should utilize for success:
At SEI, we are always in pursuit of the ideal candidate- someone who is both a good fit for SEI and for whom SEI is a good fit. We are diligent in this search because the right people are essential to maintaining our culture and ensuring our future. Part of that pursuit is transparency. We have a lot to be excited about, and that’s clear to candidates in the interview process. But like any company, SEI has its challenges. We have areas for development and spaces in their infancy. Throughout the interview process, we do our best to share a candid perspective on our strengths and challenges so that candidates have a realistic view of SEI and how they can contribute when they join the company. Here are some of the challenges our consultants are working on right now: