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Investing in Changemakers
1.
STORIES An innovative hub
inspires people to work in new ways Investing in changemakers
2.
Copyright © 2022
Accenture. All rights reserved Making change happen In recent years, Accenture has recognized that change and adoption is the linchpin to better business outcomes. And while technology is an accelerator for business transformation, it can only achieve those outcomes when it has the commitment of the hearts and minds of the people using it. For this reason, we set up our dedicated, award-winning Journey and Change Management Center of Excellence, not only to action our technology change and adoption strategy, but also to help influence a new generation of changemakers across the business. A typical siloed, project-led approach to technology change and adoption doesn’t take into account people’s experiences. We decided to reinvent how we tackle change. We believe the best way to draw value from technology and to make business change happen is to put people first. We flex mindsets by focusing on how technology can support the individual, not the other way around. And we bring together and align the workforce with digital technologies, tools and training, alongside leadership and cultural support, to enable our organization to gain digital fluency. Supported by our change leaders who serve as dedicated, strategic partners, we help Accenture people to adapt their behaviors, work in new ways and gain the most benefit from the technology we offer to realize their full potential. Accenture Global IT has created a human-first approach in the center of excellence to inspire Accenture people to embrace change, adopt new behaviors and use technology to deliver value. SARAH DUGAN Managing Director – Global IT, Journey and Change Management Lead, Accenture Call for change
3.
Copyright © 2022
Accenture. All rights reserved Centered on Community Before we set up the center of excellence, our change and adoption efforts were directed from individual technology and project leads; there was limited consistency and an absence of standard practices in the approach. Without a formal organization structure and centralized oversight, career model and skill development opportunities for change practitioners in Global IT were unclear. What’s more, change activities focused on transactional services, such as communications and training development, with services introduced at the tail end of the project. Due to a piecemeal approach, based on tactical deployment, technology investments were not fully realized as people failed to understand how to work differently to drive more value. Leading practices in change management have identified that projects with excellent change management produce as much as six times better outcomes than those with poor change management As a result, Global IT leaders pinpointed change as a strategic priority for how we deliver technology across the Accenture enterprise—and decided that management of that change should be elevated to become an integral part of our IT strategy and operating model. When technology meets human ingenuity By creating a formal center of excellence, we could: Bring the latest thinking, innovations and experience to our technology projects through a human-centric approach. Establish a home for change talent (build community and engagement, share learnings, develop skills and provide career paths). Provide central governance, standardization and the latest innovative tools for change work. Manage the financial impact of change management and adoption work. Involve and immerse our change experts in the right projects in a timely way.
4.
Copyright © 2022
Accenture. All rights reserved When technology meets human ingenuity How we approached establishing a journey and change management center of excellence: Year 1 Establish Create a small core team. Define how to run the center and what support is required. Establish the people strategy and which services are required. Year 2 Grow Increase the core team. Put the strategy into practice and advance and adjust the approach to people and services, as appropriate. Year 3 Achieve Engage a full core team. Share the capability and strategy with others. Maintain the people strategy. Partner with other corporate functions to manage enterprise change.
5.
When technology meets
human ingenuity We defined a clear operating model We identified an operating model and organization structure that accounted for the different types of change work we do and the various customers we serve. We partner with every internal corporate function at Accenture to deliver change, including Sales, Marketing, Finance, Legal, Procurement and Human Resources. We put in place dedicated capabilities to run the center to drive continuous innovation and development of methods, tools and frameworks. Our organization structure aligned closely with the Global IT team so that dedicated change oversight and support is available for each service area. With this strategic partnership across Global IT, change and adoption efforts are now recognized and integrated early on in project work and grounded in change strategies across the business that drive desired outcomes. We made progress possible We defined formal job families and career paths for our change practitioners to provide clear progression points and growth trajectories, while also specifying the services and products that articulated the center’s scope of work. We introduced standardized tools and frameworks, developing a Journey & Change Management playbook to equip change practitioners with the templates, tools and techniques needed to kick-start change initiatives. We built a community A structured onboarding process including an onboarding “buddy”—integrates new joiners quickly and helps them feel welcome, informed and part of the community. We initiate regular meetings and forums, including center of excellence townhall calls and regular leadership connects. Task forces of volunteers in the center drive talent strategy, community engagement, curriculum development, market outreach and innovation initiatives. We run platforms for community updates and engagement, including Microsoft Teams chat or Yammer, and established a monthly “Human Hour” to talk about non-work topics. Regular learning sessions share training and information on key topics to help people learn from each other. We collaborated with our client-facing teams We align with the Accenture Talent & Organization team to share what we do and better understand their projects with clients—so we can all benefit from lessons learned. By joining forces with the Talent & Organization team, the center can stay up-to-date with the latest technology, learning, testing and using innovative platforms. And we enable the Talent and Organization team to use our internal work as a credential in their work with clients. We laid the foundations We secured the backing of our leadership, identifying our vision and a three-year plan to establish and grow the center. Our change team united around a common purpose and values developed through multiple design thinking sessions to articulate the center’s mission, vision, value and belief statements (see Figure X). Figure X. Example of multiple design thinking sessions Copyright © 2022 Accenture. All rights reserved
6.
Copyright © 2022
Accenture. All rights reserved Skilled in innovation Today, the center has more than tripled in size and helps our organization make change happen. With such rapid growth, it has been critical to take a “white glove” approach with our new joiners, to get them onboarded and familiar with how we work, quickly and effectively. With our focus firmly on people and the many different types of engagement activities they undertake, we now have around 150 dedicated change practitioners deployed to the center. We also tap into a fluid and agile workforce across our organization, supplementing the skills of our core team for a total of more than 250 change practitioners across the full range of Accenture businesses. For instance, we can access the expertise of our strategy and consulting teams, our delivery centers and a globally diverse workforce. Our international group now represents change practitioners from more than 10 countries across North and South America, Europe, Asia, Africa and Australia— enabling change for Accenture employees worldwide. A valuable difference
7.
Copyright © 2022
Accenture. All rights reserved We conduct satisfaction surveys among our team members in the center every six months, attaining consistently high rates of satisfaction. Reponses are based on Likert scale questions in five categories—career opportunities and growth, belonging and engagement, training and skills, Center of Excellence operating model and vision and new joiner satisfaction. Our annual customer satisfaction survey issued to IT leaders using the center’s services saw 100% of respondents not only agreeing that they would highly recommend the Journey and Change Management Center of Excellence, but also that it is a critical part of the success of their area. We also use ThoughtExchange as a platform for real-time discussion, assessing overall team sentiment and seeking ideas for improvement. Our Journey and Change Management playbook, developed to house our processes, guidance and templates, has received more than 1,400 unique visitors, supporting change and adoption work across Accenture. These metrics have been achieved with a laser focus on value. We prioritize changing mindsets first. Data-led adoption means we’ve been able to use information to shift our approach based on what’s working and what’s not. A valuable difference Here’s what we’ve learned is important when establishing a center of excellence: Educate IT leaders ongoing about change and value it brings. Reinforce clarity around the center’s products and services, including work that change practitioners do not do. Structure the center to provide targeted services and points of contact by area. Collaborate with business partners to help define clearly how the technology aligns with the business strategy to drive outcomes. Structure the center to provide targeted services and points of contact by area.
8.
Copyright © 2022
Accenture. All rights reserved We’re a close-knit team where collaboration has broken the barriers of our organizational complexities and time zones to serve our global footprint. In addition, we partnered to keep our change journey moving forward, continuously assessing change maturity and opportunities and working hard to give the same level of service and experience internally as we deliver to our clients. Above all, we look at where change is needed most, mapping the top Accenture priorities to our own. And our work is being acknowledged in the industry. The Journey and Change Management Center of Excellence digital worker website design has won the coveted Platinum awardin the 2022 Hermes Creative Awards competition. Further expansion of the scope of services plans to accommodate different types of change management work with diverse customers. As the center grows, we will continue to share our story of how we made the Journey and Change Management Center of Excellence happen to help others build similar teams and capabilities. And we will keep pace with key technology innovations, such as digital adoption platforms, virtual reality (VR) and gamification, to maintain services that are fresh and relevant. A valuable difference 674K+ Accenture employees given the opportunity to get the most from technology >250 change practitioners 75+ projects/programs run by the center are driving change and adoption >24K monthly visits to our internal digital worker site that helps our people use technology most effectively >3,600 Microsoft Yammer Community Forums before new tech or tools are launched
9.
9 Meet the team Sarah
Dugan Managing Director – Global IT, Journey & Change Management Jason Pucker Director – Global IT, Corporate Technology, Journey & Change Management Amy Kempiak Director – Global IT, Journey & Change Management Blogs How we empower people to use technology for value. Our dedicated Journey & Change Management Center of Excellence (CoE) helps Accenture people know how to use our technology to achieve business objectives and outcomes. Why your tech rollout should start with the end in mind. Explores how to entice users to jump in and start using new technology. Why adoption could be the most important part of IT deployment. Adoption doesn’t end when the new technology is deployed. It starts after the technology is rolled out and needs to continue for some time. Why giving more support means your people get more from your tech. Happy users evangelize more reluctant users—and bring greater overall stickiness for the technology for the longer term. Changing minds, accelerating adoption. How we help our people and business to make the best of Microsoft Teams. Copyright © 2022 Accenture. All rights reserved
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