Effective Solutions Through Partnership

Category Archives: Prosci

3 Ways to Build Trust on a Change Management Initiative

Best Practices, Communications, Digital Transformation, IT Modernization, Organizational Change Management (OCM), Project Management, Project Management Professional (PMP), Prosci, Sacramento

By Denise Larcade, CSM, CSPO, LSSGB, Prosci

When working for a client as an Organizational Change Management (OCM) practitioner, you sometimes also wear your Project Management hat. Your Project Management hat ensures the change is addressed from a technical aspect. Your OCM hat helps you address the impact of that technical change on people.

I recently had an opportunity to implement a new program within our internal organization. During this assignment, I assumed both the role of project manager and change manager. Wearing both hats and switching between hats proved to be important to a successful implementation.

At the end of the implementation, I took a look at the project and asked myself a few key questions to help me improve for future projects:

  1. Did I miss an opportunity to take off the Project Management hat and put on the OCM hat?
  2. Did I switch hats often enough?

I know from my change management experience that bolting change on the end of a project is not the way to handle change. I also know that these three key elements are needed to ensure success:

  1. Technical expertise
  2. Change agent implementation experience
  3. Change agent with good relationships

While all three of these are important, it’s the establishment of good relationships that can truly make or break a successful implementation. This is where taking off the Project Management hat and putting on the OCM hat is important.

Contrary to what some may think, a “good relationship” does not mean simply meeting or knowing the people you are working with. You must have trust and credibility, as well.

Here are some ways to build trust and credibility:

  1. Executive support and sponsorship – a sponsor or leader can aid in communicating and building the trust and credibility of a change agent.
  2. Foster your relationships – show competence, be genuine and sincere; be accountable, honest, and respectful.
  3. Earn it – trust and credibility are earned, so start developing the right type of relationships early in the project to allow time to earn trust.

I always welcome an opportunity to grow and learn new ways of doing my job better. My recent project surprised me in a lot of ways—most importantly, by reminding me that OCM success often means switching hats frequently to make sure all aspects of the project are run effectively.

About Denise: Denise Larcade is an Organizational Development Consultant and Merger and Acquisitions Expert. She is a Certified ScrumMaster, Certified Scrum Product Owner, Lean Six Sigma Green Belt, and is Prosci certified. She has over 25 years of experience in training, development, and leading companies through organizational change management. Denise has worked in corporate retail, technology, and government healthcare and most recently has experience with large-scale implementations nationwide. She currently works as an Executive Consultant with KAI Partners, Inc., providing client support to KAI Partners’ state clients. Denise grew up in the Silicon Valley and relocated to Utah and Idaho before recently returning to her native California roots.

KAI Partners’ Agile Services [INFOGRAPHIC]

Agile, Certified Scrum Product Owner (CSPO), Certified ScrumMaster (CSM), Continuous Improvement, Corporate Training, Digital Transformation, Innovation, IT Modernization, KAI Partners, KAIP Academy, Learning, Organizational Change Management (OCM), Project Management, Project Management Professional (PMP), Prosci, Public Sector, Sacramento, Scrum, Technology, Training, Waterfall

Did you know KAI Partners provides comprehensive Agile services? Check out this infographic to see what Agile is, why your organization should think about going Agile, and how KAI Partners can help.

Why Change Management and Training are Critical in IT Modernization Projects

Communications, Government, IT Modernization, Organizational Change Management (OCM), Project Management, Project Management Professional (PMP), Prosci, Sacramento, Training

By Tim Townsend

State and local governments in California face long-term cost pressures. Because of these fiscal constraints, government agencies are staring at a new reality of providing the same level of services with fewer resources.

So, how will government agencies respond to this challenge? Like their private sector counterparts, embracing new technology to increase productivity is crucial.

However, simply adding new technology for the sake of adding it is not enough on its own to increase efficiency. That’s where things like organizational change management and training come into play. Unfortunately, this important part of the equation often is not given the attention it deserves.

It’s not enough to just drop a new tool in a department and walk away. Employees should understand the need for it, how it can support them to do their job better, and, most importantly, be thoroughly trained to use it (especially if they have been doing something a certain way for a long time).

I saw many examples of this while working in the State Legislature, which, like many government organizations, is looking to incorporate new technology. However, when a tool did become available, the challenge was always getting employees to embrace it.

One project that particularly showed this challenge in action was an effort to create a new automated system to streamline making vote recommendations. This technology tool created for Legislative offices was extremely helpful and had the potential to save a lot of time if used correctly. It eliminated the need to print hundreds of pages of analyses and manually transcribe vote recommendations when preparing for Floor Sessions where large numbers of bills would be voted on. Prior to the creation of this tool, it would sometimes take up to eight hours to print and fill in the packets of information that Legislators relied on when it came time to vote.

Despite the potential to save time and free up resources to work on other things, few Legislative offices changed their internal processes to use it. Why? Because the organizational culture hadn’t yet adapted to the technology. Many preferred their old systems because it was what they knew. There were certainly efforts made to train all employees on how to use it, but it never got the traction that the technology deserved.

This same story can be seen in countless other IT projects in both the private and public sector. That’s why KAI Partners offers organizational change management and training as a component of our IT modernization project services.

People, process, and technology need to work together to achieve the desired results. This upfront investment into employees pays huge dividends down the road when technology delivers on its promises to save time and money. As I saw while working in the Legislature, the greatest technological tool is only as useful as how excited and willing people are to use it.

KAI Partners strongly values investing in organizational change and training for employees so they can make technology work for them and support their needs, not the other way around. As state and local governments across California look to technology for solutions on how to continue offering the public services with less funding, choosing the right approach on IT projects will be the determinant of success or failure.

About the Author: Tim Townsend is an Associate Consultant for KAI Partners and a communications specialist with on IT project developments. Prior to joining the company, he was a Chief of Staff in the California State Legislature, where he worked for eight years. He enjoys snowboarding with his wife and is a parent to two rescue dogs.

KAI Partners Staff Profile: The OCM Consultant

Business Analysis, Certified Scrum Product Owner (CSPO), Certified ScrumMaster (CSM), Communications, Continuous Improvement, Corporate Training, Government, Healthcare, KAI Partners, Lean Six Sigma, Learning, Organizational Change Management (OCM), Process Improvement, Professional Development, Prosci, Sacramento, Six Sigma, Technology

There are many paths to success and while not everyone takes the same path, we often manage to arrive at the same destination. In our KAI Partners Staff Profile series, we share interviews and insight from some of our own employees here at KAI Partners. Our staff brings a diversity in education, professional, and life experience, all of which demonstrate that the traditional route is not necessarily the one that must be traveled in order to achieve success.

Today, we bring you the journey of Denise Larcade, an Organizational Change Management (OCM) Consultant for KAI Partners. Denise recently supported Business Process Re-engineering implementation for a KAI Partners client before moving on to implement some special projects at KAI Partners headquarters. Denise’s next client-facing role starts soon—she will be an OCM consultant for a California public sector state agency to help them move from a paper system to an electronic process.

KAI Partners, Inc.: How did you get into your line of work?

Denise Larcade: I started in grocery retail working in the stores—I found areas where I excelled and was able to implement Human Resource, Technology, and Operations practices. The grocery industry, much like banking and airlines, fell into mergers and acquisitions. I was placed on various mergers and acquisitions teams and due to my experience, eventually led activities to support retail mergers and acquisitions. My last merger came with a relocation from Idaho to Minnesota which didn’t work for my family at that time, so I chose to go back to school and get my bachelor’s degree. Not enough to fill my time and still residing in Idaho, I looked for local opportunities where my skills would transfer outside of the retail industry. I was hired on as a contractor to a local tech firm headquartered in Boise, Idaho to work on HR restructuring. While creating a plan to support HR restructuring, I saw an opportunity to move from paper-based manual processes to electronic stream-lined process improvements. My next venture, also outside of my roots in retail, was to lead training and development efforts to support the implementation of Idaho state’s new MMIS (Medicaid Management Information System). Two years in, I received the phone call from a former Idaho colleague at MMIS to support training and development on California’s MMIS. This was the opportunity to move back home to California, and I was excited to spend more time with my 96-year-old grandmother. I moved back to California and was fortunate to have three quality years with the matriarch of our family.

KAI: Are there any certifications or trainings you’ve gone through that have helped in your career?

DL: I received training and certification as part of leadership development when I worked in grocery retail. This training was instrumental in understanding the people side of change long before Prosci was identified as a Change Methodology. My experience in mergers and acquisitions prepared me for being a leader for change. Later, getting my Prosci certification was a desire as the methodology aligned to activities I valued in my merger and acquisitions experience.

I have been twice certified as a Lean Six Sigma Green Belt. The first time was more than 20 years ago and my recent certification occurred earlier in 2018. It was nice to compare what is still a valued practice in Lean Six Sigma methodologies and how technology advancements provide a more streamlined approach to process improvement.

KAI: What is your favorite part about your line of work and why?

DL: Teaching others and assisting resistors through change. No one likes change and what I find most interesting is that we adapt and make changes in our personal lives every day, so why are we not as willing to make changes in our work lives? I like leading a group through the awareness of making a personal change and how and why adopting that same mindset is valuable to you, to others, and to your employer in your work life.

KAI: What is one of the most common question you receive from clients and what counsel or advice do you give them?

DL: “Why do we have to change? We have been doing it this way forever. Doesn’t ‘if it’s not broke, don’t fix it’ apply?” My advice is to walk people through their personal life changes, e.g., The oven still works and isn’t broken, so why would you invest in a microwave? What are the benefits of a microwave versus an oven? Do those benefits support the investment? There are so many examples that support change. If we don’t change as a business, how can we be current and competitive?

Now that we’ve learned more about Denise’s OCM work, here’s a little more about her!

Quick Q&A with Denise:

Daily, must-visit website: I don’t have one, but I subscribe to many technology and change newsletters.  Sometimes you need something that pertains to your current focus of work.

Preferred genre of music or podcast to listen to: Top Pop and Top Country—I like to be relatable to the generations following mine. The music is usually uplifting and gives me lots of positive energy.

Best professional advice received: My grandfather was a great businessman; he developed his own corporation and was successful as a professional business leader, CEO, and mentor. He always said, “Your word is your commitment and treat others how you would like to be treated.”

Book you can read over and over again: Jack Welch’s book “Winning.” I could read it over and over again and it always pertains to my work at hand.

Most-recent binge-watched show: I don’t watch much TV and tend to turn it on for background noise; however, I am a fan of Survivor and the Amazing Race. I love to watch people problem-solve and I like to be on teams where people problem-solve.

About Denise: Denise Larcade is an Organizational Development Consultant and Merger and Acquisitions Expert. She is a Certified ScrumMaster, Certified Scrum Product Owner, Lean Six Sigma Green Belt, and is Prosci certified. She has over 25 years of experience in training, development, and leading companies through organizational change management. Denise has worked in corporate retail, technology, and government healthcare and most recently has experience with large-scale implementations nationwide. She currently works as an Executive Consultant with KAI Partners, Inc., providing client support to KAI Partners’ state clients. Denise grew up in the Silicon Valley and relocated to Utah and Idaho before recently returning to her native California roots.

How to Navigate OCM on an Agile Project [INFOGRAPHIC]

Agile, Best Practices, Certified ScrumMaster (CSM), Communications, Organizational Change Management (OCM), Prosci, Scrum

By Debbie Blagsvedt, Prosci, CSM, LSSGB

What do current communication trends and Agile—the interactive system development framework—have in common? They both have increased the speed in which an activity occurs with the work being done in “sprints,” or 1-4 week periods. Mobile and visual communications have reconditioned people to prefer consuming information in small chunks and systems are built in pieces using an Agile framework.

With shorter, tighter, and visual communications as the go-to preferred method of communications and the increasing prevalence of Agile, traditional change management strategies and plans are being challenged. This infographic provides six ways Organizational Change Management can evolve to meet the demands of Agile and changing communication trends.

We hope this infographic aides you in successfully bridging the gap between your agile and OCM environments!

About the Author: Debbie Blagsvedt is an Organizational Change Consultant with over 25 years’ experience in change management, performance management, process improvement, training, and facilitation. She has a worked in both the private, public, and non-profit sectors in industries that include health, legal, financial, social services, high tech, and transportation. She currently works as an Organizational Change Consultant with KAI Partners on assignment with a child welfare services agency.  Debbie is passionate about collaboration among teams which she believes leads to high employee satisfaction and is equally fascinated with the rapid-fire speed of change and what it means for organizations today. Debbie grew up in the bay area but now considers Sacramento her home. She has many interests from home projects to wine tasting, volunteering, witnessing the changing face of Sacramento, and going on new adventures with her family and friends. Not to mention nightly walks and occasional mountain hikes with her dog, Emmett.

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