Using strength in numbers to win over an organization
Intro
The technological improvements of the past 10 years have led to the proliferation of technologies like artificial intelligence (AI) and machine learning (ML). More firms are realizing the potential to glean never-before seen insights from data that their business is generating. The challenge is becoming aware of what the right data is and generating it. The finance arm of a Fortune 500 life sciences manufacturer embarked on a transformation to use AI/ML to better improve accuracy and usability of data.
They were trying to automate elements of their contracting and ongoing core accounting & finance processes. By adding an AI/ML layer into the existing process, they could get closer to near real time data, improve the speed and quality of decision-making, and realize millions in efficiency savings. Convincing business case, no? Simpel and Associates was tasked with supporting the internal change team tasked with bringing the change to fruition.
Because our client is a global organization with tens of thousands of employees, the technological and human infrastructure supporting these finance processes are entrenched throughout different business units across the world. Implementing a global process like this changes the day-to-day work of so many people. Think of a tree with roots spread out far and vast all feeding the tree above valuable nutrients that keep it standing. The roots continue to provide vital nutrients, but they need to change what nutrients they’re gathering and their shape in the field. Doing this all at once is a daunting task, much less smoothly. Our client wanted both. Because of this, the first step was to create a support network that could provide guidance as the AI took effect.
Solution
For the new business model to be successful, the client needed the buy-in of the finance teams collecting the data for and running the analysis. However, they would need to earn it. There was organizational anxiety about the change in job scope and what that would mean for people’s roles. Solutioning for this would be more than just communications from leadership. The client needed people directly at the point of change. However, the vastness of the organization could potentially pose a challenge.
Our first order of business was helping the client create a sponsorship spine. The messaging couldn’t just come from leadership. It needed to be championed by trusted figures closer to the work being done. This network of change agents would be championing the process changes while cascading the information from the top and helping problem-solve challenges that arose during the rollout.
Using our transformation management system Kinetic Transformation Accelerator (KTA), we quickly delivered their stakeholder analysis and created a dynamic system that helped the client quickly map points of alignment across the enterprise and its culture.
The client stood up other reporting tools using KTA’s design that made it easier for day-to-day staff to understand the program’s impact. We helped them integrate these tools into a global feedback network across more than 75 change agents in more than 50 countries.
With the network established, we partnered with the client to create a framework that identified and organized the change agents to their corresponding stakeholders. Next, we needed to convert it all into an ongoing program however, the client couldn’t just launch the sponsorship spine into the organization. Such a critical role could not begin haphazardly. A lot of their work would be calming the anxieties that their stakeholders faced, albeit indirectly. This meant that the sponsorship spine’s messaging spine needed alignment. Of course, even the change agents numbered in the hundreds so this would be a feat as well. To launch this effort, the client asked us to lead the sponsorship kickoff.
Together the client and Simpel and Associates created a governance and cadence for establishing the sponsorship spine. The touchpoints were designed to provide the change agents practice opportunities to respond to stakeholder concerns. They also served as workshop sessions so change agents could share what tips and insights that they were learning as they interacted with the broader business.
At the same time, we helped the client start a communications program down the sponsorship spine. The system we had created allowed the client to reinforce the messaging from 2 to 3 levels above the change agents. Through this cadence, change-agents became empowered to focus their stakeholders on the vision behind the initiative and highlight the opportunities that stakeholders had due to the freed-up time and resources.
Results
The client successfully stood up a near real-time data analytics platform. The techniques that we introduced allowed the client to use work automation to enhance work being done without interrupting their people’s workflow. With the sponsorship spine structure stood up, it was time to launch the new program.
During the kickoff meeting we emphasized the role and task of being a change agent. Because of the 2-pronged approach, mid-level leaders were galvanized to go from 20% attendance to 100% attendance of the 4 training sessions we did as part of the program. As part of the new cadence, previously ignored monthly and quarterly check-ins became well attended.
Using only a third of their initial budget, the client executed a successful Enrollment Strategy that stood up a working cadence framework to update the broader organization. It also detailed training programs and work guides that accounting, contracting and finance used to successfully execute the move to increased transparency and automation promised by their investment in AI/ML. Our algorithmic consulting technology provided us a 3x efficiency gain equivalent to $750,000.
We helped the client successfully enhance their frameworks to support training and managing the change agents. The best part was that these materials spoke to the heart of the concerns that stakeholders had because it was created via an iterative process that integrated the most common challenges. Ultimately, within 3 months, the client had moved from a stuck project to tens of millions in efficiency savings.
*Names, characters, businesses, places, events, and locales are used in a fictitious manner. Any resemblance to actual persons, entities, living or dead, or actual events is purely coincidental.
