CHANGE MANAGEMENT

Work that I have done in the data, information and knowledge management domains is always predicated on changing behaviour for sustainable and lasting outcomes. Changing the way that people understand and work with information is hard - because people are people - and change can be confronting. Lending from my business analysis toolkit, it is integral to understand stakeholders and ensure that there are plans in place for communication to support the people component of change. I have found that Prosci's ADKAR model is particularly good for data, information and knowledge-related change, and is the model that I most often reach for when working on change components.

Change Management Roles

  • Training Manager
    Enable Networks Limited, New Zealand | October 2016 - August 2017
  • Knowledge and Information Manager
    Auckland War Memorial Museum, New Zealand | May 2013 - February 2015
  • Knowledge Manager and SharePoint Administrator
    First National Bank, South Africa | August 2007 - October 2010
  • Siebel CRM Online Training Material Developer
    First National Bank, South Africa | March 2006 - July 2007

Examples of Projects Delivered

  • Organisation: IAG New Zealand
    Project focus: Implementation of the Data Object Catalog
    A key part of the implementation of the Data Object Catalog for the inventory of data assets managed by the Data team was the ability for analysts, engineers and technical specialists to capture new information about data assets. This was a significant change to the way of working as there previously was no transparency out of all of the data assets managed. A key part of this was supporting analysts, engineers and the technical specialists in developing capability, understanding new governance concepts, but significantly, in shifting behaviour. 
    Role: Information governance lead
    Outcome: Successful implementation of the Data Object Catalog, with uptake from key stakeholders in the use and maintenance of the inventory. A key part of this was reinforcement of messaging and having assurance around the processes supporting the inventory.

  • Organisation: Enable Networks Limited
    Project focus: Implementation of a SharePoint 2016-based intranet
    The organisation did not have an intranet, and employees were used to sharing information via email and through conversation. The growth and maturity in the organisation translated into the need to have a repository for the storage and publication of key collateral. ADKAR was used as the change model to support the change, because it was important to drive the change from awareness right through to reinforcement of the use of the new intranet.
    Role: Lead for the design and implementation of the intranet
    Outcome: Successful implementation of the intranet, and uptake in the use of the intranet for sharing information, publishing procedures for standard methods of work - specifically within the contact centre - and helping to mitigate the impact of knowledge hoarding.

  • Organisation: Auckland War Memorial Museum (AWMM)
    Project focus: Implementation of Content Server 10.5
    Implementation of a new repository to house all museum business information, which translated into a significant shift in the way that museum employees and volunteers worked with digital information as file shares had been used. This required a considered approach to the change, and the use of an analogy of a house build paralleled the phases of the technology build, and employee actions being addressed through the analogy. Kotter's 8-step approach was used as the framework for the change activity.
    Role: Lead for the implementation of the repository
    Outcome: Successful implementation and adoption of the repository.

  • Organisation: First National Bank
    Project focus: Implementation of SharePoint 2007
    Implementation of a new repository for FNB's business information, which was a significant shift in the way that employees had worked with digital information. File shares as well as personal drives had been used; and SharePoint provided the opportunity for the centralised, governed and structured management of digital information. The shift in behaviour from storing and retrieving information off file shares to SharePoint required significant change focus, education and reinforcement. 
    Role: Lead for the implementation 
    Outcome: Successful implementation and adoption, as well as the development of a Community of Practice to enable sharing on ways of working with SharePoint.

  • Organisation: Technikon Witwatersrand
    Project focus: Implementation of a new website and intranet
    Implementation of the institution's first database-driven website and intranet, which shifted from a centralised content model to a federated model. This meant that content owners needed to be identified from each academic department to manage and maintain their content on the website, and a shift in behaviour was required. Department content owners were provided with training on writing for the web, technical writing and the use of the website and intranets' back-end content management tools. 
    Role: Content management lead
    Outcome: Successful implementation of the new website and intranet, with a service model that included training users on the use of the content management system, and building capability around writing for online audiences.

My Favourite Tools and Techniques

Being comfortable driving change is important across the information-related domains I work in; but it is useful having some tools in my toolkit to help planning, communicating and implementing the change.

  • Kotter's 8-step change model: which provides a method to understand the change, create a sense of urgency, plan the change, gather a "volunteer army" and to institute the change. This is a good technique for large-scale transformation, especially when needing to recruit volunteers to assist in driving the change.
  • Prosci's ADKAR: my favourite model, which I use regularly for data and information management change. It is premised on five key aspects that need to be addressed for change to be successful.
  • The Kubler-Ross change curve: is a simple model to understand the different phases that people move through when confronted with change. I use this to plot where stakeholders are on the change journey to use strategies to help them through difficult parts of the change. Understanding that this happens to people during change helps with upfront change planning and considering strategies to work through the dreaded trough of disillusionment.