STORIES OF TRANSFORMATION Andy Barnitz MBA PMP PCMP

STORIES OF TRANSFORMATION Andy Barnitz, MBA, PMP, PCMP 12/5/18

TODAY’S OBJECTIVES Introduce Three Transformation ‘Enablers’ Demo How ‘Enablers’ Drive Successful Transformation Employ ‘Enablers’ For Successful Transformation

POLL THE AUDIENCE: RAISE HAND IF… q you are in a position where you create the vision, set the strategy or define objectives for critical projects… q you are responsible for ensuring process and system adoption, stakeholder alignment and ensuring users are prepared… q you are a task master responsible for delivering projects that are delivered on-time, within scope and under budget…

TRANSFORMATION ENABLERS: 1. Three Legged Stool 2. Think Pink 3. PM and CM Integration

FILL IN THE BLANK: HINT: TOTAL MUST = 100 ____% of time defining ‘what’ the strategy and objectives are for a project ____% of time articulating ‘why’ the project is important ____% of time determining ‘how’ the project will be delivered

Change Management #1: THREE LEGGED STOOL OF SUCCESS rat e / St ion Vis t ent jec Pro agem n Ma gy Transformation Delivery How? What? Why?

#2: THINK PINK Autonomy “I want the freedom to make decisions” Mastery “I want an opportunity to learn new tools” Purpose “I want to work on something more important than me” SOURCE: Daniel H. Pink Drive: What Motivates Us

#3: INTEGRATED PROJECT / CHANGE MANAGEMENT Project Delivery Life Cycle: Planning Analyze Design Develop Launch Evaluate Implement The Change Sustain the Change Management Delivery Life Cycle: CHANGE MANAGEMENT STRATEGY Assess the Change Plan the Change STAKEHOLDER ENGAGEMENT COMMUNICATION LEARNING STRATEGY REINFORCE & DRIVE ACCOUNTABILITY BUSINESS CHANGE READINESS FACT: 70% of change efforts fail due to over-emphasis on project process rather than the people aspects

TRANSFORMATION CASE STUDY: PROJECT: HR DIGITAL TRANSFORMATION GOAL: People Engagement & Project Adoption DETAILS: q Leading Retailer q 45, 000 Employees / 1, 200 Stores q Delivery of 2 Year Technology Roadmap

THE WHAT: A desire to standardize core HR processes to align with Organizational Objectives A Need to optimize manager roles and responsibilities A more simplified selfservice solution for basic transactions Vi s io n /S tra te gy Transformation Delivery A system design so that all employees can benefit A desire to optimize resource capacity/capability across the enterprise

THE WHY: Prior projects were not successfully implemented with the customer in mind Company was behind the HR Technology curve Project design was top-down with very little influence from actual users HR was viewed as a support function and administrative in nature Corporate and Distribution Center management wanted more autonomy Change Management Transformation Delivery

THE HOW: Employ thoughtful project management approach to establish credibility Use tested change management tools scaled to the needs of the project Devise proven change management strategy to ensure early adoption Introduce standard, yet common change tools Transformation Delivery t t en ec m oj ge Pr ana M

RESULTS: PROJECT ADOPTION & PEOPLE ENGAGEMENT Effective transition for managers to own associate transactions Proven delivery model for future growth and expansion Two Year Digital HR Transformation More informed HR functions of leading change management practices Senior leader buy-in and adoption of HR’s delivery capability

TRANSFORMATION ‘ENABLERS’: “THE SECRET SAUCE” Ensure the ‘what, why and how’ are in balance (Three Legged Stool) Unleash the power and passion of the ‘Unusual Suspects’ Provide stakeholders and team members with decision rights Ensure the project team, stakeholders and sponsors have a shared purposeful vision (Think Pink - Mastery) (Think Pink - Autonomy) (Think Pink - Purpose) Project & Change Management Integration

ANDY BARNITZ Contact Information: Andrew_Barnitz@Hotmail. com M: 630 -805 -1976 www. linkedin. com/in/andrewbarnitz , MBA, PMP, PCMP