Managing change: From on-premises to cloud

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Good morning, evening and afternoon

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everyone. My name is Josh

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Reed and I’m going to

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be one of the moderators

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for today’s presentation and let

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me be the first to

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welcome you to our on

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demand webinar, managing change from

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on premises to cloud. As

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per usual, I’m going to

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keep this short and sweet,

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but we do have a

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couple of housekeeping items I

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want to cover before we

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get started. First off, if

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you experience any problems viewing

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refresh your browser and make

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note that we encourage you

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to submit questions to the Q&

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A window in the top

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middle of your screen, although

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this is an on demand

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recording, we will gather your

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questions after the fact and

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respond as promptly as we

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can within the next few

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business days. So if you hear

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anything throughout the presentation you

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want to learn more about,

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be sure to throw those questions

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in there. Also note that

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this is on demand, so you

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have full playback capabilities. If

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you miss anything, need to

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stop and take a meeting

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or anything like that, that’s

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completely fine. You can pause,

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come back later, it’s all

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up to your convenience. As

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I said, short and sweet.

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So I’m excited to introduce

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our panel today. We have

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my partner in crime here,

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Jody Thompson, she is going

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to be one of the

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moderators for today’s- Presentation. She’s

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the Senior Principal Business Consultant

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here at Genesys. We also

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have Laurie Bachland, the President

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of Strategic Contact. As well

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as two of our special

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customers from Coke Business Solutions.

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We have Julie Hopkins, the

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Project Manager and Dean the

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Platform Architect. So with all

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that being said, I’m actually

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going to hand things off to

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Jody today to kick off

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the conversation. Jody, the floor

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is yours. Thank you. Hi

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everyone, great to see you

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again. So let’s talk about

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change. First of all, what

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I wanted to do is

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kick things off regarding level

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setting, what change management is.

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So change management is about

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ensuring individuals and organizational adoption

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of new technology. Also, about

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adoption of processes, roles, culture,

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all of that that comes

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with a contact center migration.

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So whether change is perceived

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as simple or complex, anticipating,

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preparing and manning for change

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is essential to any organization

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as we’ve discussed. One of

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the… I’m sorry, two of

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the top questions I hear

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from customers is” Why do

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change management in the first

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place?” And also, ” How do

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other companies do change management?”

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So for today’s conversation and

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we’ve talked about it before,

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we want to get your

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feedback and your insight. So

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I’m going to kick things

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over first to Laurie, and

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ask Laurie and then Julie,

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can you share with us

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what… about what change management

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means to you? Yeah. Thank

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you… It’s one of my

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favorite topics. I got trained

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in it a long time

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ago and get to apply it

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on projects all the time

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as a consultant, I’ve worked

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with a lot of different

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companies. When I’m helping clients

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understand what we’re talking about

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with change management, we say

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it’s concepts and tools. Everyone

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understands that project management concept,

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but this is about helping,

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as you said, individuals and

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groups change. I like to

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think of it as a

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journey. Any project you’re on

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a journey, and you want

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to bring everybody along successfully

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to that target destination, and

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you’re going to hit some

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bumps. You’re going to have

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some detours along the way

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and change management really helps

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everybody adjust and adapt as

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you go on that journey,

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and still hopefully end up

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at the right place together

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and able to get the

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benefits of that change. Good.

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Laurie, what’s your insight to

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share? Yeah, thanks Laurie and so

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when I look at change

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management, I kind of… well

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I’m a project manager, so

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I view it from a

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project management and customer perspective.

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So anytime there is a

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project, there will be organizational

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changes that’ll have to be

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thought through from a customer

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perspective and to Laurie’s point,

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it’s about identifying that bunch

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of people in a project.

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We call those the stake

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holders, and getting them bought

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into that vision and why

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the change is needed in

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determining the plan on how

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to get them to that

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desired state. So I feel

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like if you can create

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a framework or guard rails

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around that process, that really

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is very beneficial for organizations

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to be able to obtain

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and get to the goals

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of change management. Okay great.

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So we heard some keywords

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such as guardrails, which I

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really like that phrase and

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everything that was shared so

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far. But let’s talk about

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real world experiences, so Dean,

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we’d like to hear from

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you regarding change management, but

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first, can you give us

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a little bit of a

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background as to what exactly

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what was driving change at

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Coke Global Solutions and address

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why change management became such

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an essential part of your

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organization. So if you’d like,

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I will push forward that

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first slide and you can

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give us some background. Sure.

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So yeah, we were doing

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a couple of things with

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this project. So I was

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obviously the technical resource for

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the project and Joy was

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my PM that coordinated the

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project. This particular piece of

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the project was part of

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I guess a program, which

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was a larger effort to

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bring Coke forward off of

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premise based infrastructure, some pretty

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common infrastructure. I think a lot of people

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will recognize and get into

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cloud services platform, Genesys being

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one of those. It was

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several things going on, but

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Genesys was obviously the focus

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that I had. So what

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this slide illustrates the larger

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footprint that we have for

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Coke Global Services that we

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provide to our customers to

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contact service contact center capability.

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These are some of the

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sister companies that we support

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in that effort. The next

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slide is the one that

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illustrates the actual project that

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Julie and I had worked on,

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and what we were doing

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with this piece of that

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larger project was consolidating two…

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up to that point, consolidating

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two separate workflows, one being

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HR and one being IT.

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Traditional inbound contact centers, pretty

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standard stuff. The HR… excuse

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me, the IT portion of

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that was already semi global.

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We had offices in Singapore

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and China, and as part

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of this project, we opened

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up three new offices all at

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the same time migrating them

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onto Pure Cloud, which I

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guess is now Genesys Cloud.

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So there was quite a

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bit of change going on

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as we went through that.

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With that change, what was one of the things

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that made change easier for

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your organization regarding technology? Well

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like Julie mentioned, having high

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level adoption, having a strategy

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that we were performing under…

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really helped us out there.

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Having that buy in from

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a high level that this

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is the strategy, this is

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what we’re doing and understand

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that this is part of

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a very larger effort. Okay.

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So that was a big

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piece of it. So were

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there any top of mind concerns

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coming to the forefront when

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you were looking at the

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entire migration process? So probably

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some of the big concerns,

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we had a good grip

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on the technology. We had

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been using it for quite

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some time, well for about

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a year and a half

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up to this point. The concern

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that we had for rolling

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it out was probably more

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of a bottom up concern,

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which was the training aspect

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in getting the users comfortable

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with the application. Some of

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them were coming from well

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known or well understood platforms

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that they really liked and

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had a good comfort… sense

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of comfort around, and so

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in order to address that,

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we adopted a train to

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trainer mentality. Where we worked,

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Julie and I and then the

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rest of the project worked

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with what we called early

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adopters or power users. We

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got them into the platform

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early, we trained them, we

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got them to feel good

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about it so that they could

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then go back to their

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teams and be the people

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that really represented back to

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the end users. Part of this was that your technical change was because

283
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the system was aging and

284
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moving towards end of life

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support, so that’s part of

286
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why you needed to make

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the change, correct? Yes. Correct.

288
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We had as an organization

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at a very high level

290
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had adopted a cloud first

291
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strategy, just across all IT

292
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services, all IT delivery and

293
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this was a piece of that. Okay and Julie,

294
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can you add anything addition

295
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to that, some of the

296
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type of mind concerns that

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00:09:26,720 –> 00:09:28,610
came when you were moving

298
00:09:28,610 –> 00:09:32,850
forward with this migration? Yeah.

299
00:09:32,850 –> 00:09:35,510
Well number one, it’s global

300
00:09:35,510 –> 00:09:37,700
change, right? So we had

301
00:09:37,700 –> 00:09:39,100
languages that we needed to

302
00:09:39,100 –> 00:09:42,710
verse across and so that

303
00:09:42,710 –> 00:09:45,210
made it particularly difficult was

304
00:09:45,770 –> 00:09:49,820
that language barrier. Okay. Anything

305
00:09:49,820 –> 00:09:51,690
else? is funny that Julie

306
00:09:51,690 –> 00:09:54,130
mentioned that because initially, I

307
00:09:54,130 –> 00:09:54,960
didn’t see that as a

308
00:09:54,960 –> 00:09:56,110
concern. I didn’t know enough

309
00:09:56,110 –> 00:09:57,170
about it to be concerned

310
00:09:57,170 –> 00:09:59,000
it at the time, and

311
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then as we started getting

312
00:10:00,370 –> 00:10:02,140
into it, then it became

313
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apparent that” Hey, this is

314
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a little bit of a

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00:10:04,670 –> 00:10:05,680
new way to deliver this

316
00:10:05,680 –> 00:10:07,850
service.” It wasn’t a concern

317
00:10:07,850 –> 00:10:10,140
so much as it… it

318
00:10:10,140 –> 00:10:12,210
definitely registered as a nice

319
00:10:12,210 –> 00:10:15,820
little challenge. All right, well

320
00:10:15,820 –> 00:10:17,490
thank you on that. So

321
00:10:17,490 –> 00:10:19,680
now that we discussed what changes

322
00:10:19,680 –> 00:10:22,180
and challenges that you initially

323
00:10:22,180 –> 00:10:24,780
begin to face, we heard

324
00:10:24,780 –> 00:10:26,120
from you that we learn

325
00:10:26,120 –> 00:10:27,800
that everybody responds to change

326
00:10:27,800 –> 00:10:30,190
differently. This may range from

327
00:10:30,190 –> 00:10:31,690
those that welcome change and

328
00:10:31,690 –> 00:10:33,710
embrace something new, or those

329
00:10:33,710 –> 00:10:35,360
that will remain steadfast and

330
00:10:35,360 –> 00:10:37,510
preserve the status quo. So

331
00:10:37,550 –> 00:10:39,130
Laurie, I’d just like to

332
00:10:39,130 –> 00:10:40,640
get some insight from you

333
00:10:40,640 –> 00:10:42,390
as to what you’re seeing

334
00:10:42,390 –> 00:10:43,530
with your clients who are

335
00:10:43,530 –> 00:10:45,270
facing change from a contact

336
00:10:45,270 –> 00:10:47,140
center, and really how do

337
00:10:47,140 –> 00:10:48,610
you go about getting that

338
00:10:50,470 –> 00:10:52,260
and methodology? So let me

339
00:10:52,260 –> 00:10:53,540
go ahead and push forward

340
00:10:53,670 –> 00:10:56,310
the slide to you. Yeah,

341
00:10:56,310 –> 00:10:57,460
and actually why don’t you

342
00:10:57,460 –> 00:10:58,210
go to the next one?

343
00:10:58,710 –> 00:11:00,140
I’ll talk about it from

344
00:11:00,140 –> 00:11:02,140
a little bit of various

345
00:11:02,140 –> 00:11:05,460
project but it’s interesting when

346
00:11:05,460 –> 00:11:06,680
you say that about people

347
00:11:06,880 –> 00:11:07,840
embrace change. One of my

348
00:11:07,840 –> 00:11:10,690
favorite change management jokes, if

349
00:11:10,690 –> 00:11:11,340
you can call that a

350
00:11:11,340 –> 00:11:12,950
category of jokes is the

351
00:11:12,950 –> 00:11:14,350
only people who like change

352
00:11:14,350 –> 00:11:15,980
are wet babies and panhandlers.

353
00:11:19,430 –> 00:11:20,450
I use that all the

354
00:11:20,450 –> 00:11:22,210
time because even when people

355
00:11:22,210 –> 00:11:24,500
say they like change, what

356
00:11:24,500 –> 00:11:25,470
the reality is, is people

357
00:11:25,470 –> 00:11:26,340
like change when they’re in

358
00:11:26,340 –> 00:11:27,720
control of it, right? They

359
00:11:27,720 –> 00:11:29,870
don’t like change that… to

360
00:11:29,870 –> 00:11:31,700
them. They like changes that

361
00:11:31,700 –> 00:11:32,880
they decide to make and

362
00:11:32,880 –> 00:11:33,980
feel like, ” Hey, I’m in

363
00:11:33,980 –> 00:11:35,210
charge of this thing.” Right?

364
00:11:36,290 –> 00:11:38,180
So it’s good listening to

365
00:11:39,110 –> 00:11:40,580
what Coke did and thinking

366
00:11:40,580 –> 00:11:42,010
about… I chuckle with the

367
00:11:42,010 –> 00:11:43,810
global footprint of what Dean

368
00:11:43,810 –> 00:11:45,260
put up with the graphic

369
00:11:45,260 –> 00:11:46,470
there, and talking about the

370
00:11:46,470 –> 00:11:47,610
language thing. There’s all kinds

371
00:11:47,610 –> 00:11:48,770
of culture, right? It’s easy

372
00:11:48,770 –> 00:11:49,990
to look at global and

373
00:11:49,990 –> 00:11:51,470
say, ” Well there’s cultural differences.”

374
00:11:51,470 –> 00:11:52,540
But even within a given

375
00:11:52,540 –> 00:11:53,840
company, I mean different sites

376
00:11:53,840 –> 00:11:55,860
could have cultural differences. Your

377
00:11:55,860 –> 00:11:57,470
contact center could have cultural

378
00:11:57,470 –> 00:11:59,700
differences compared to your back

379
00:11:59,700 –> 00:12:02,040
office for example, and then

380
00:12:02,320 –> 00:12:04,130
you mentioned the different people

381
00:12:04,130 –> 00:12:06,530
impacted, the users, the people

382
00:12:06,870 –> 00:12:08,190
that have a phone or

383
00:12:08,190 –> 00:12:10,810
have a particular desktop interface

384
00:12:11,090 –> 00:12:12,520
versus the IT people, who

385
00:12:12,520 –> 00:12:15,090
have certain roles and responsibilities.

386
00:12:16,450 –> 00:12:18,480
Then management that might have

387
00:12:18,480 –> 00:12:20,170
a perspective that’s a little

388
00:12:20,170 –> 00:12:21,500
bit oblivious to how important

389
00:12:21,500 –> 00:12:23,230
these processes and technology are

390
00:12:23,230 –> 00:12:25,250
to individuals and groups. So

391
00:12:25,250 –> 00:12:26,110
I think when you’re looking

392
00:12:26,110 –> 00:12:27,620
at the challenge of change,

393
00:12:27,620 –> 00:12:28,990
and the opportunity with new

394
00:12:29,190 –> 00:12:31,810
projects, cloud for example is

395
00:12:31,810 –> 00:12:33,560
to understand all that and

396
00:12:33,590 –> 00:12:34,790
even when people say, ” Oh,

397
00:12:34,790 –> 00:12:36,100
we’re excited about this new

398
00:12:36,160 –> 00:12:37,960
system.” Recognize that everybody’s going

399
00:12:37,960 –> 00:12:38,700
to look at it a little

400
00:12:38,700 –> 00:12:40,190
differently and have a little

401
00:12:40,190 –> 00:12:41,930
bit different set up reactions,

402
00:12:42,190 –> 00:12:44,260
maybe fears in that. So

403
00:12:44,260 –> 00:12:45,870
this slide, I just throw

404
00:12:45,870 –> 00:12:47,870
some ideas out there and

405
00:12:47,870 –> 00:12:48,730
the first one is just

406
00:12:48,730 –> 00:12:50,030
the cloud, moving to the

407
00:12:50,030 –> 00:12:50,930
cloud in general and of

408
00:12:50,930 –> 00:12:52,280
course, we’ll talk more about a lot of

409
00:12:52,850 –> 00:12:53,650
people have done that on

410
00:12:53,650 –> 00:12:55,050
the fly here with the

411
00:12:55,050 –> 00:12:56,970
virus impacts, but people were

412
00:12:57,820 –> 00:12:59,640
resistant in some cases and

413
00:12:59,640 –> 00:13:00,990
this is a push forward

414
00:13:01,210 –> 00:13:02,690
and changes IT’s roles and

415
00:13:02,690 –> 00:13:04,780
responsibilities, and how people interact

416
00:13:04,780 –> 00:13:06,480
with a vendor. What the

417
00:13:06,480 –> 00:13:08,580
users can do themselves versus

418
00:13:08,620 –> 00:13:10,590
what the IT people do.

419
00:13:11,530 –> 00:13:13,580
Then the other ones are examples and everybody

420
00:13:13,580 –> 00:13:14,470
can think about… this is

421
00:13:14,810 –> 00:13:16,140
a trigger for the people

422
00:13:16,680 –> 00:13:17,470
that are listening to the

423
00:13:17,470 –> 00:13:18,800
Webcast to think about the

424
00:13:18,800 –> 00:13:19,970
kinds of changes you make

425
00:13:19,970 –> 00:13:21,210
and how those impact people.

426
00:13:21,570 –> 00:13:23,080
Like I said, a changing a

427
00:13:23,080 –> 00:13:24,680
phone or changing a desktop

428
00:13:24,680 –> 00:13:28,490
interface, a new workforce management

429
00:13:28,490 –> 00:13:30,500
tool, or quality monitoring that’s

430
00:13:30,500 –> 00:13:31,670
going to be used differently.

431
00:13:31,670 –> 00:13:33,130
The tools different and oh

432
00:13:33,130 –> 00:13:34,070
my gosh, what are they

433
00:13:34,070 –> 00:13:34,810
going to do with it,

434
00:13:34,810 –> 00:13:36,990
right? So this is a

435
00:13:36,990 –> 00:13:38,170
starter to think about what

436
00:13:38,170 –> 00:13:39,040
are the risks if you

437
00:13:39,040 –> 00:13:41,030
don’t do change management and

438
00:13:41,030 –> 00:13:43,000
bring people along? Versus if

439
00:13:43,000 –> 00:13:44,120
you put change management in

440
00:13:44,120 –> 00:13:45,780
place, which ultimately, the goal

441
00:13:45,780 –> 00:13:47,020
is to get people to

442
00:13:47,020 –> 00:13:49,330
embrace it, hopefully be advocates

443
00:13:49,330 –> 00:13:50,730
of it and not have

444
00:13:50,730 –> 00:13:51,950
them be… I used the

445
00:13:51,950 –> 00:13:55,180
word saboteurs, somebody that resists-

446
00:13:55,180 –> 00:13:57,250
I saw that. Yeah. As

447
00:13:57,250 –> 00:13:59,300
a result, impacts other people’s

448
00:13:59,400 –> 00:14:01,150
ideas about a change, right?

449
00:14:01,150 –> 00:14:02,140
We want to create change

450
00:14:02,140 –> 00:14:04,790
advocates and not people that

451
00:14:04,790 –> 00:14:05,880
are going to put up

452
00:14:05,880 –> 00:14:06,960
their own barriers and by

453
00:14:06,960 –> 00:14:09,400
doing that, might actually impact

454
00:14:09,400 –> 00:14:10,550
other people. So I hope

455
00:14:10,550 –> 00:14:11,560
this table works, is something

456
00:14:11,600 –> 00:14:13,510
that triggers people thinking about

457
00:14:14,070 –> 00:14:15,160
the different things that do

458
00:14:15,160 –> 00:14:17,080
impact individuals and groups as

459
00:14:17,080 –> 00:14:18,360
they change with new systems

460
00:14:18,360 –> 00:14:22,550
and capabilities. Okay great. So

461
00:14:22,550 –> 00:14:24,280
Julie, I want to kick

462
00:14:24,290 –> 00:14:25,730
things off with you, but

463
00:14:25,940 –> 00:14:27,430
everybody has their own best

464
00:14:27,430 –> 00:14:28,490
practice and one of the

465
00:14:28,490 –> 00:14:29,560
things I think all of

466
00:14:29,560 –> 00:14:30,930
us can agree from our

467
00:14:30,930 –> 00:14:33,480
experience in change management is

468
00:14:33,480 –> 00:14:35,280
their… it’s not one size

469
00:14:35,280 –> 00:14:36,490
fits all. There is not

470
00:14:36,490 –> 00:14:38,370
one approach or one methodology

471
00:14:38,370 –> 00:14:39,810
that is the best, but

472
00:14:39,810 –> 00:14:40,850
you really need to look

473
00:14:40,850 –> 00:14:41,900
at what is best for

474
00:14:41,900 –> 00:14:44,160
you and your organization? So

475
00:14:44,160 –> 00:14:46,870
Julie, I’ll move to this

476
00:14:46,870 –> 00:14:47,970
slide I believe is what

477
00:14:47,970 –> 00:14:48,880
you want me to cover.

478
00:14:48,900 –> 00:14:51,700
Yeah. Hear from you as

479
00:14:51,700 –> 00:14:53,310
to what was the best

480
00:14:53,310 –> 00:14:55,290
approaches and practices for you and

481
00:14:55,450 –> 00:14:57,560
your organization to manage and

482
00:14:57,560 –> 00:15:01,490
adopt change. Right. Well part

483
00:15:01,490 –> 00:15:02,890
of our change and Dean

484
00:15:02,890 –> 00:15:04,380
alluded to this, was it

485
00:15:04,380 –> 00:15:05,730
was part of a large

486
00:15:05,730 –> 00:15:07,330
enterprise initiative and it was

487
00:15:07,330 –> 00:15:10,900
across… it affected every employee,

488
00:15:10,900 –> 00:15:12,070
and so as part of

489
00:15:12,070 –> 00:15:13,420
it, it was a little

490
00:15:13,420 –> 00:15:15,200
bit of packaged up within

491
00:15:15,200 –> 00:15:17,500
that big enterprise change. But

492
00:15:17,500 –> 00:15:19,460
within that big enterprise change

493
00:15:19,460 –> 00:15:21,310
from an awareness perspective, we

494
00:15:21,310 –> 00:15:22,880
created what we call change

495
00:15:22,880 –> 00:15:25,530
network leads. So across all

496
00:15:25,530 –> 00:15:26,660
our different companies and our

497
00:15:26,660 –> 00:15:29,530
organizations, we created a lead

498
00:15:29,530 –> 00:15:32,110
person that, that was a

499
00:15:32,110 –> 00:15:33,230
role, right? Was to be

500
00:15:33,230 –> 00:15:35,500
the change advocate, so they

501
00:15:35,500 –> 00:15:36,930
would… we would communicate with

502
00:15:36,930 –> 00:15:37,660
them and then they would

503
00:15:37,660 –> 00:15:39,970
go back to their folks

504
00:15:40,110 –> 00:15:41,370
at their company and they

505
00:15:41,370 –> 00:15:43,450
would be able to inform

506
00:15:43,450 –> 00:15:44,530
their people about where the

507
00:15:44,530 –> 00:15:46,440
project was at, and then

508
00:15:46,440 –> 00:15:48,250
they would advocate the changes

509
00:15:48,250 –> 00:15:49,800
that were happening. So that

510
00:15:49,800 –> 00:15:51,800
was very helpful throughout the

511
00:15:51,800 –> 00:15:57,350
project. And the model that

512
00:15:57,350 –> 00:15:58,830
you displayed right now, is

513
00:15:58,830 –> 00:15:59,980
that a method that you

514
00:15:59,980 –> 00:16:04,440
used? Yeah. I would say

515
00:16:04,550 –> 00:16:06,440
we don’t maybe use it

516
00:16:06,550 –> 00:16:08,730
formally. Maybe more- Right. We

517
00:16:08,730 –> 00:16:10,470
think about it when we use project

518
00:16:10,470 –> 00:16:13,760
management more informally, but definitely

519
00:16:14,190 –> 00:16:15,230
as I thought through this

520
00:16:15,230 –> 00:16:17,940
project, it does fall into

521
00:16:17,940 –> 00:16:22,180
the same model. Okay. And

522
00:16:22,180 –> 00:16:23,670
I would say one of

523
00:16:23,670 –> 00:16:25,120
the most important things back

524
00:16:25,120 –> 00:16:26,880
on the other slide and

525
00:16:27,400 –> 00:16:28,900
following up to what Laurie

526
00:16:28,900 –> 00:16:30,480
said is that I think

527
00:16:30,480 –> 00:16:32,130
the reinforcement piece of it

528
00:16:32,460 –> 00:16:33,520
at the end of that

529
00:16:33,520 –> 00:16:35,890
change is really important. It’s

530
00:16:35,890 –> 00:16:37,860
just having those open lines

531
00:16:37,860 –> 00:16:39,590
of communication for folks to

532
00:16:40,830 –> 00:16:43,290
continue to adapt to the

533
00:16:43,290 –> 00:16:46,140
changes that have happened. Okay.

534
00:16:47,150 –> 00:16:48,070
You guys had shared with

535
00:16:48,070 –> 00:16:49,050
me when we were prepping

536
00:16:49,050 –> 00:16:50,590
for this, and I think

537
00:16:50,590 –> 00:16:52,410
you just mentioned it Laurie,

538
00:16:52,670 –> 00:16:54,440
but Dean, you mentioned the

539
00:16:54,440 –> 00:16:56,110
train the trainer model that was

540
00:16:56,110 –> 00:16:58,620
very successful in managing change.

541
00:16:59,060 –> 00:17:01,440
Then Julie, your change advocates,

542
00:17:01,440 –> 00:17:03,050
were those the power users

543
00:17:03,050 –> 00:17:04,160
that you were mentioning to

544
00:17:04,160 –> 00:17:08,260
us earlier? No, so we

545
00:17:08,260 –> 00:17:09,220
had talked about training the

546
00:17:09,220 –> 00:17:10,640
trainer and that was more

547
00:17:10,640 –> 00:17:12,990
specific to the support centers.

548
00:17:13,800 –> 00:17:15,630
So we trained… we picked

549
00:17:15,630 –> 00:17:17,420
out a subject matter expert

550
00:17:17,420 –> 00:17:18,640
at the support centers and

551
00:17:18,640 –> 00:17:19,720
then train them, so that

552
00:17:19,720 –> 00:17:20,820
they can then in turn go

553
00:17:20,820 –> 00:17:25,690
train their support team, but

554
00:17:25,690 –> 00:17:26,850
they were not the same as

555
00:17:26,850 –> 00:17:29,700
the change network leaders. Okay.

556
00:17:31,280 –> 00:17:32,340
It was funny when Laurie

557
00:17:32,340 –> 00:17:33,370
mentioned, I was thinking about

558
00:17:33,370 –> 00:17:35,690
that I visualize those people

559
00:17:35,690 –> 00:17:37,220
as change advocates because they

560
00:17:37,220 –> 00:17:38,890
represented the application back to the people

561
00:17:38,890 –> 00:17:40,080
I was most concerned with,

562
00:17:40,800 –> 00:17:42,190
but I think from the

563
00:17:42,210 –> 00:17:43,960
change management perspective, it was

564
00:17:44,190 –> 00:17:46,700
really more the change leads

565
00:17:47,350 –> 00:17:48,280
that you were talking about

566
00:17:48,300 –> 00:17:50,690
Julie. So essentially there were

567
00:17:50,690 –> 00:17:52,150
two different dynamics going on

568
00:17:52,150 –> 00:17:55,660
there. Okay, and Dean, you’ve

569
00:17:55,660 –> 00:17:57,310
been very passionate about expressing

570
00:17:57,310 –> 00:17:58,880
that a good project management is important in

571
00:17:59,930 –> 00:18:02,070
the overall change management strategy,

572
00:18:02,070 –> 00:18:03,120
as well as the migration.

573
00:18:03,120 –> 00:18:04,710
Could you speak to that?

574
00:18:07,330 –> 00:18:08,750
Yeah. It’s important. Having a

575
00:18:08,750 –> 00:18:10,850
good project manager is important,

576
00:18:12,320 –> 00:18:13,500
and it’s… we talk about

577
00:18:13,500 –> 00:18:14,920
this a lot and it’s

578
00:18:14,920 –> 00:18:15,940
one of those things that

579
00:18:15,940 –> 00:18:18,900
I struggle with defining what

580
00:18:18,900 –> 00:18:20,920
exactly good project management is

581
00:18:20,920 –> 00:18:23,330
and it’s definitely one of those things when

582
00:18:23,330 –> 00:18:25,140
you see it. But I

583
00:18:25,170 –> 00:18:28,000
think to the extent that

584
00:18:28,140 –> 00:18:30,680
individual contributors within a project

585
00:18:30,680 –> 00:18:32,130
can focus on their deliverables

586
00:18:32,170 –> 00:18:34,500
and their tasks and not

587
00:18:34,500 –> 00:18:35,350
really have to worry so

588
00:18:35,350 –> 00:18:36,520
much about what everybody else

589
00:18:36,520 –> 00:18:38,350
is doing, and not have

590
00:18:38,350 –> 00:18:39,210
to think about those other

591
00:18:39,210 –> 00:18:40,260
things. They can just stay

592
00:18:40,260 –> 00:18:42,230
on target and do their

593
00:18:42,230 –> 00:18:44,930
thing. We really had that

594
00:18:44,990 –> 00:18:46,540
luxury in this project, and

595
00:18:46,960 –> 00:18:50,340
when you’re dealing with a complex environment,

596
00:18:51,080 –> 00:18:53,530
a complex transition, it’s nice

597
00:18:53,800 –> 00:18:54,540
for me if you’re in

598
00:18:54,540 –> 00:18:56,140
a technical role to not

599
00:18:56,140 –> 00:18:57,510
have to worry about the

600
00:18:57,510 –> 00:19:00,240
soft aspects dealing with customers

601
00:19:00,240 –> 00:19:03,190
that are not really liking

602
00:19:03,190 –> 00:19:05,370
what they’re having to go through. So-

603
00:19:05,370 –> 00:19:07,650
Yeah, we’re good. This change

604
00:19:07,650 –> 00:19:09,620
is a result of having

605
00:19:09,620 –> 00:19:12,190
good technology and a good champion to tie

606
00:19:12,190 –> 00:19:14,610
into your project management. So

607
00:19:14,610 –> 00:19:16,240
you’ve spoken to us about

608
00:19:16,240 –> 00:19:17,390
it’s a bigger picture than

609
00:19:17,390 –> 00:19:18,970
that, and that vision and

610
00:19:19,040 –> 00:19:20,880
that liaison and that partnership

611
00:19:20,880 –> 00:19:22,480
is really important. So could

612
00:19:22,480 –> 00:19:23,470
you elaborate a little bit

613
00:19:23,470 –> 00:19:26,310
more on the technology champion

614
00:19:26,310 –> 00:19:27,700
and partnership that you were

615
00:19:28,030 –> 00:19:29,610
looking to make sure moves

616
00:19:29,610 –> 00:19:30,860
you forward with what you’re

617
00:19:30,860 –> 00:19:34,750
trying to achieve? Yeah. It

618
00:19:34,750 –> 00:19:35,770
worked well. That happened in

619
00:19:35,770 –> 00:19:37,410
real time when we had

620
00:19:37,410 –> 00:19:39,480
selected Genesys to partner with

621
00:19:39,480 –> 00:19:42,580
on this. In terms of

622
00:19:42,630 –> 00:19:44,210
this being our primary platform,

623
00:19:45,490 –> 00:19:46,740
this project wasn’t in scope

624
00:19:46,740 –> 00:19:48,290
yet. I was generally aware

625
00:19:48,290 –> 00:19:50,200
that there was some capabilities

626
00:19:50,200 –> 00:19:51,110
we’d be able to leverage,

627
00:19:51,110 –> 00:19:53,280
but it didn’t really crystallize

628
00:19:53,440 –> 00:19:55,520
until the requirements for the

629
00:19:55,520 –> 00:19:58,790
project popped up. So that

630
00:19:58,790 –> 00:20:00,010
forced us or gave us

631
00:20:00,010 –> 00:20:03,410
the opportunity to give our

632
00:20:03,700 –> 00:20:05,040
customers some options on how

633
00:20:05,040 –> 00:20:07,310
they managed their workflows and

634
00:20:07,310 –> 00:20:10,190
how we interacted with the

635
00:20:10,190 –> 00:20:12,670
application and going the speech

636
00:20:12,970 –> 00:20:14,140
piece and the language piece

637
00:20:14,140 –> 00:20:15,310
was a big component of

638
00:20:15,310 –> 00:20:18,170
that. We shifted from using

639
00:20:18,470 –> 00:20:19,930
traditional white files and audio

640
00:20:19,930 –> 00:20:21,840
files, which worked very well

641
00:20:21,840 –> 00:20:24,140
for quite a while and we

642
00:20:24,160 –> 00:20:25,740
shifted into more of a

643
00:20:25,740 –> 00:20:27,970
text to speech capability of

644
00:20:27,970 –> 00:20:29,550
multiple language text to speech

645
00:20:29,550 –> 00:20:33,940
capability, which that was interesting.

646
00:20:34,360 –> 00:20:35,220
A lot of people learned

647
00:20:35,220 –> 00:20:36,100
a lot of things about

648
00:20:37,020 –> 00:20:40,140
other languages. It allowed us

649
00:20:40,310 –> 00:20:46,820
to use some capabilities of PureCloud

650
00:20:47,740 –> 00:20:48,570
to pretty good effect, so it was nice. Okay, and the last piece because it’s one

651
00:20:48,570 –> 00:20:50,880
of my favorites on how

652
00:20:50,880 –> 00:20:54,170
before we get to Laurie

653
00:20:54,220 –> 00:20:56,440
is Julie, and you mentioned

654
00:20:56,440 –> 00:20:58,290
earlier the reinforcement and the

655
00:20:58,290 –> 00:20:59,820
creative ideas, so could you

656
00:20:59,820 –> 00:21:01,360
explain how you were leveraging

657
00:21:02,300 –> 00:21:02,950
and some of the other

658
00:21:02,950 –> 00:21:05,640
creative ideas to help reinforce

659
00:21:06,100 –> 00:21:09,240
adopting change? Sure, so we

660
00:21:09,240 –> 00:21:10,520
set up a team site,

661
00:21:10,520 –> 00:21:12,330
or I should say the

662
00:21:12,330 –> 00:21:15,470
tech… the telephony team set

663
00:21:15,470 –> 00:21:17,000
up a team site and

664
00:21:17,000 –> 00:21:18,170
we use that team site

665
00:21:18,170 –> 00:21:19,050
for people to be able

666
00:21:19,050 –> 00:21:20,710
to ask questions all throughout

667
00:21:20,710 –> 00:21:22,420
the project. We tried to

668
00:21:22,420 –> 00:21:23,270
get away from all the

669
00:21:23,270 –> 00:21:26,550
emails flooding our box and

670
00:21:26,550 –> 00:21:27,830
rather have them ask the

671
00:21:27,830 –> 00:21:29,400
questions directly in there and

672
00:21:29,400 –> 00:21:31,970
we created global groups within

673
00:21:31,970 –> 00:21:33,390
the team site. So we

674
00:21:33,390 –> 00:21:35,320
could section it off a

675
00:21:35,320 –> 00:21:37,010
little bit, but… so they’re

676
00:21:37,020 –> 00:21:38,080
able to come in there

677
00:21:38,080 –> 00:21:39,310
and ask questions of the

678
00:21:39,310 –> 00:21:42,120
team and get support around

679
00:21:42,120 –> 00:21:44,750
the clock. Then also, Dean

680
00:21:44,750 –> 00:21:45,680
has set up a great

681
00:21:45,680 –> 00:21:47,470
Yammer group site so that

682
00:21:48,010 –> 00:21:49,590
ongoing, he could put in

683
00:21:49,590 –> 00:21:50,510
there if there is any

684
00:21:50,510 –> 00:21:52,130
issues or tips and tricks

685
00:21:52,130 –> 00:21:53,270
that come up. He posts

686
00:21:53,270 –> 00:21:54,440
that on the Yammer group

687
00:21:54,440 –> 00:21:56,670
and people can subscribe to that

688
00:21:57,240 –> 00:21:58,770
and watch that. So it’s

689
00:21:58,770 –> 00:22:00,980
been a really good way

690
00:22:00,980 –> 00:22:02,950
to handle that change across

691
00:22:02,950 –> 00:22:04,180
the organization and get that

692
00:22:04,180 –> 00:22:07,550
communication out ongoing. And again,

693
00:22:07,550 –> 00:22:09,110
it reinforces that there’s not

694
00:22:09,110 –> 00:22:10,910
one methodology, it really is

695
00:22:10,910 –> 00:22:12,080
what fits best in your

696
00:22:12,110 –> 00:22:15,120
organization. So let’s talk about

697
00:22:15,120 –> 00:22:15,840
some of the things that

698
00:22:15,840 –> 00:22:16,960
you’ve seen with the clients

699
00:22:16,960 –> 00:22:18,980
that you support and how

700
00:22:18,980 –> 00:22:21,040
you help them navigate through

701
00:22:21,040 –> 00:22:22,840
change management. So did you

702
00:22:22,840 –> 00:22:23,590
want me to flip to

703
00:22:23,590 –> 00:22:24,550
a slide here, or are

704
00:22:24,550 –> 00:22:27,770
you just going to I

705
00:22:27,770 –> 00:22:29,020
think it’ll nicely tie in

706
00:22:29,020 –> 00:22:30,170
some of the things that

707
00:22:30,500 –> 00:22:31,910
Julie and Dean are pointing

708
00:22:31,910 –> 00:22:36,340
out here. So the project

709
00:22:36,340 –> 00:22:38,460
management methodology along with the change

710
00:22:38,460 –> 00:22:40,360
management methodology kind of working

711
00:22:40,360 –> 00:22:41,600
hand in hand, right? Whether

712
00:22:42,320 –> 00:22:44,420
it’s a formal methodology, so

713
00:22:44,770 –> 00:22:46,810
refer to ADKAR from Prosci

714
00:22:47,120 –> 00:22:48,320
and that’s where I was

715
00:22:48,800 –> 00:22:51,210
trained and the ADKAR for anyone

716
00:22:51,210 –> 00:22:52,900
that’s not familiar is awareness,

717
00:22:52,900 –> 00:22:55,340
desire, knowledge, ability and reinforcement.

718
00:22:55,340 –> 00:22:56,600
And as Julie’s chart showed,

719
00:22:56,600 –> 00:22:57,730
it gives you a structure

720
00:22:57,730 –> 00:22:59,370
for thinking about how individuals

721
00:22:59,370 –> 00:23:01,140
change and therefore how an

722
00:23:01,140 –> 00:23:03,480
organization might change. The other

723
00:23:03,480 –> 00:23:05,330
thing that I like about

724
00:23:05,330 –> 00:23:07,670
that concept of how Prosci

725
00:23:07,670 –> 00:23:09,300
teaches it and again, other

726
00:23:09,300 –> 00:23:10,860
methodologies are very similar, but

727
00:23:10,860 –> 00:23:11,610
that’s just the one I

728
00:23:11,610 –> 00:23:13,060
know and have written about

729
00:23:13,060 –> 00:23:15,830
and everything, but back on

730
00:23:15,830 –> 00:23:17,760
slide A is that it

731
00:23:17,760 –> 00:23:19,470
aligns with a project management

732
00:23:19,470 –> 00:23:20,940
methodology in the sense of

733
00:23:20,940 –> 00:23:22,560
starting early, right? So you

734
00:23:22,560 –> 00:23:23,960
see the preparing for it,

735
00:23:23,960 –> 00:23:25,510
that’s getting the right resources

736
00:23:25,510 –> 00:23:26,910
lined up and building out

737
00:23:26,910 –> 00:23:28,140
plans and thinking about all

738
00:23:28,140 –> 00:23:30,350
the different elements. Managing the

739
00:23:30,350 –> 00:23:32,360
change as you’re actually planning

740
00:23:32,360 –> 00:23:34,460
and implementing and then reinforcing

741
00:23:34,460 –> 00:23:36,070
the Yammer and teams groups

742
00:23:36,070 –> 00:23:39,840
being good examples. Metrics, celebrations,

743
00:23:39,840 –> 00:23:40,840
all kinds of things come

744
00:23:40,840 –> 00:23:42,710
into play there, right? So

745
00:23:42,710 –> 00:23:44,530
whatever methodology someone uses, the

746
00:23:44,530 –> 00:23:46,410
principals can be very similar

747
00:23:46,410 –> 00:23:49,200
and I always emphasize to

748
00:23:49,480 –> 00:23:50,940
our clients that even if

749
00:23:50,940 –> 00:23:52,060
you don’t go to some

750
00:23:52,060 –> 00:23:53,370
kind of formal methodology, and

751
00:23:53,370 –> 00:23:55,410
again project management’s similar. Not

752
00:23:55,410 –> 00:23:56,760
everybody runs a project with

753
00:23:56,760 –> 00:23:59,480
a certified PMP, right? But

754
00:23:59,480 –> 00:24:01,220
if you apply the principles

755
00:24:01,360 –> 00:24:02,700
that go with PMP, just

756
00:24:02,700 –> 00:24:04,050
like you do with change

757
00:24:04,050 –> 00:24:06,270
management of doing it throughout

758
00:24:06,270 –> 00:24:08,760
the project, having multiple elements

759
00:24:08,760 –> 00:24:10,020
to it, that includes more

760
00:24:10,020 –> 00:24:10,930
than just” Hey, I’m going

761
00:24:11,050 –> 00:24:12,020
to train you before we

762
00:24:12,020 –> 00:24:14,420
go live next week.” Or

763
00:24:14,420 –> 00:24:15,450
an email that comes out

764
00:24:15,450 –> 00:24:16,140
and says, ” Hey, we’re getting

765
00:24:16,140 –> 00:24:17,680
this new system and be

766
00:24:17,680 –> 00:24:18,630
aware, you’ll get some new

767
00:24:18,640 –> 00:24:20,990
training.” No, it’s engaging and

768
00:24:20,990 –> 00:24:22,400
they gave great examples getting

769
00:24:22,400 –> 00:24:23,950
people involved early on and

770
00:24:23,950 –> 00:24:24,980
having a say in what

771
00:24:24,980 –> 00:24:27,400
things look like, and helping

772
00:24:27,400 –> 00:24:30,210
people along. Having supervisors help

773
00:24:30,210 –> 00:24:32,250
their direct staff and having

774
00:24:32,250 –> 00:24:34,040
executives. You mentioned the champion,

775
00:24:34,040 –> 00:24:35,430
the sponsorship, these are all

776
00:24:35,430 –> 00:24:36,740
things that are really important

777
00:24:36,740 –> 00:24:37,960
to the success, and they

778
00:24:37,960 –> 00:24:39,510
live throughout the project. They’re

779
00:24:39,510 –> 00:24:41,130
not just an event in time,

780
00:24:41,750 –> 00:24:42,850
they’re certainly not just an

781
00:24:42,850 –> 00:24:43,730
event right at the cut

782
00:24:43,730 –> 00:24:45,540
over. They start early and

783
00:24:45,540 –> 00:24:48,300
they’re continuous throughout the project.

784
00:24:48,300 –> 00:24:51,980
So communication, coaching, managing the

785
00:24:51,980 –> 00:24:53,900
resistance that occurs. You have

786
00:24:53,900 –> 00:24:55,230
to help each individual through

787
00:24:55,240 –> 00:24:56,580
the process, and as you

788
00:24:56,580 –> 00:24:57,890
do, you’re bringing… we talked

789
00:24:57,890 –> 00:24:58,770
about the journey and the

790
00:24:58,770 –> 00:25:00,330
guard rails, right? We’re bringing

791
00:25:00,330 –> 00:25:01,680
everybody along the journey and

792
00:25:01,680 –> 00:25:02,970
hopefully keeping them within the

793
00:25:03,300 –> 00:25:04,650
guardrails as we get to

794
00:25:05,050 –> 00:25:07,250
that destination, and then have

795
00:25:07,250 –> 00:25:08,130
some fun when we get

796
00:25:08,130 –> 00:25:09,340
there, right? That we’re going

797
00:25:09,340 –> 00:25:10,430
to enjoy this new place

798
00:25:10,430 –> 00:25:11,390
we’ve gotten to and get

799
00:25:11,390 –> 00:25:12,650
the benefits out of it

800
00:25:13,040 –> 00:25:14,040
that help our company, our

801
00:25:14,040 –> 00:25:16,420
customers, our staff. That’s really

802
00:25:16,420 –> 00:25:19,130
the goal. Great. All right

803
00:25:19,130 –> 00:25:20,830
and as you were indicating

804
00:25:21,420 –> 00:25:22,770
how we get there and

805
00:25:22,770 –> 00:25:24,340
its real life, so we talked

806
00:25:24,340 –> 00:25:25,750
about the why and the how

807
00:25:25,750 –> 00:25:26,830
and the real life with

808
00:25:26,830 –> 00:25:29,270
the examples of Coke, but

809
00:25:29,320 –> 00:25:30,860
life does get real and

810
00:25:30,860 –> 00:25:32,040
in the midst of the COVID-

811
00:25:32,070 –> 00:25:33,840
19, I thought maybe let’s

812
00:25:33,840 –> 00:25:35,500
just speak to a few

813
00:25:35,500 –> 00:25:39,130
points Dean and Laurie, can

814
00:25:39,130 –> 00:25:40,810
you imagine if you didn’t

815
00:25:40,810 –> 00:25:42,040
move to the cloud? Some

816
00:25:42,040 –> 00:25:43,210
of the challenges you may

817
00:25:43,210 –> 00:25:45,080
have faced, or what challenges

818
00:25:45,080 –> 00:25:46,520
did you not face in

819
00:25:46,520 –> 00:25:48,070
the midst of COVID, because

820
00:25:48,070 –> 00:25:50,510
you’ve had the agility of

821
00:25:50,510 –> 00:25:52,010
this new type of solution

822
00:25:52,010 –> 00:25:54,210
you’ve implemented. So Dean, any

823
00:25:54,210 –> 00:25:57,310
thoughts to share? Well yeah, it would have been

824
00:25:57,960 –> 00:26:00,250
a circus. That’s for sure.

825
00:26:00,800 –> 00:26:02,480
The timing of it was

826
00:26:02,910 –> 00:26:05,420
very fortunate for us. Like

827
00:26:05,420 –> 00:26:07,000
we had talked about, this

828
00:26:06,970 –> 00:26:08,140
had been part of a

829
00:26:08,140 –> 00:26:11,140
much larger effort and it

830
00:26:11,140 –> 00:26:13,320
came together pretty nicely. The

831
00:26:14,960 –> 00:26:16,430
outcome of that, the benefit of

832
00:26:16,430 –> 00:26:18,620
that was not just the

833
00:26:18,620 –> 00:26:19,660
basic fact that we could

834
00:26:19,660 –> 00:26:21,500
have all of the resources work

835
00:26:21,500 –> 00:26:22,630
from home, which we did

836
00:26:22,630 –> 00:26:23,700
and we did it globally.

837
00:26:24,080 –> 00:26:27,290
That included China and India

838
00:26:27,290 –> 00:26:29,630
and Poland, that was very

839
00:26:29,630 –> 00:26:31,450
nice. The real outcome for

840
00:26:31,450 –> 00:26:34,690
all that was that my

841
00:26:34,690 –> 00:26:36,520
customer, which in this case

842
00:26:36,520 –> 00:26:38,420
were HR and IT contact

843
00:26:38,420 –> 00:26:39,980
center, service centers, they were

844
00:26:39,980 –> 00:26:41,510
able to serve their customers

845
00:26:41,510 –> 00:26:43,140
who had a whole other

846
00:26:43,140 –> 00:26:44,320
set of issues pop up.

847
00:26:44,970 –> 00:26:46,590
They were able- Serve those customers

848
00:26:46,590 –> 00:26:48,650
and take an increased amount

849
00:26:48,650 –> 00:26:50,600
of volume because of that

850
00:26:50,600 –> 00:26:53,230
situation, and not have to

851
00:26:53,230 –> 00:26:54,280
worry about the tool that

852
00:26:54,280 –> 00:26:55,090
they were using to do

853
00:26:55,090 –> 00:26:57,580
it. It just happened basically

854
00:26:57,580 –> 00:26:59,350
par for the course. They

855
00:26:59,410 –> 00:27:00,830
didn’t really have to worry

856
00:27:00,830 –> 00:27:02,030
about it too much and

857
00:27:02,460 –> 00:27:05,830
that was very nice. Good, and Laurie,

858
00:27:05,830 –> 00:27:08,530
given that companies are involved

859
00:27:08,530 –> 00:27:09,900
in migration are already moving

860
00:27:09,900 –> 00:27:11,700
towards a new normal, how

861
00:27:11,700 –> 00:27:14,100
has the COVID situation impacted

862
00:27:14,840 –> 00:27:18,250
your organization and strategy? Yeah,

863
00:27:18,270 –> 00:27:19,670
so I mean we’ve been…

864
00:27:19,890 –> 00:27:21,870
as consultants, we’re helping people

865
00:27:21,870 –> 00:27:23,600
with cloud solutions or deciding

866
00:27:23,600 –> 00:27:24,300
should they go to the

867
00:27:24,300 –> 00:27:25,470
cloud all the time, right?

868
00:27:25,470 –> 00:27:26,390
For years we’ve been doing

869
00:27:26,390 –> 00:27:29,500
that and there was definitely

870
00:27:29,500 –> 00:27:31,570
lots of momentum, but this

871
00:27:31,570 –> 00:27:33,560
is a breakthrough, right? I

872
00:27:33,560 –> 00:27:35,330
say people that were entrenched

873
00:27:35,330 –> 00:27:36,180
in their bunker of like, ”

874
00:27:36,200 –> 00:27:38,160
Oh no, I’m afraid or

875
00:27:38,160 –> 00:27:40,240
it’s too expensive over time. I want

876
00:27:40,800 –> 00:27:43,600
have control.” Those barriers got

877
00:27:43,600 –> 00:27:45,660
busted pretty fast with COVID.

878
00:27:45,660 –> 00:27:46,690
So a lot of people

879
00:27:46,690 –> 00:27:47,570
were on cloud and they

880
00:27:47,570 –> 00:27:48,630
could take advantage of it

881
00:27:48,900 –> 00:27:51,730
anytime, anywhere model. It’s never

882
00:27:51,730 –> 00:27:53,010
been a better time for

883
00:27:53,010 –> 00:27:55,230
that. I wrote an article

884
00:27:55,230 –> 00:27:56,650
recently about resiliency and I

885
00:27:56,650 –> 00:27:58,020
put cloud as my number

886
00:27:58,020 –> 00:28:00,600
one technology enabler, right? It

887
00:28:00,600 –> 00:28:02,520
really helps people and Coke’s

888
00:28:02,520 –> 00:28:03,740
example of they were ready

889
00:28:03,740 –> 00:28:04,940
to do that. So I

890
00:28:04,940 –> 00:28:06,650
think it’s really taken the

891
00:28:06,650 –> 00:28:09,130
resistant leaders, whether they were

892
00:28:09,560 –> 00:28:10,890
IT or finance or whatever department

893
00:28:11,470 –> 00:28:12,980
they were in, it’s been

894
00:28:12,980 –> 00:28:14,060
a breakthrough to say, ” Wow,

895
00:28:14,470 –> 00:28:15,190
we got to do this.

896
00:28:15,190 –> 00:28:16,080
We got to make sure

897
00:28:16,080 –> 00:28:17,160
our people are safe.” That

898
00:28:17,160 –> 00:28:18,210
could be home agents. It

899
00:28:18,210 –> 00:28:19,790
could… we have clients that

900
00:28:19,790 –> 00:28:21,140
have scattered people in buildings,

901
00:28:21,140 –> 00:28:22,940
right? Back office people work

902
00:28:22,940 –> 00:28:24,610
from home and contact center

903
00:28:24,610 –> 00:28:25,710
people are spread out in

904
00:28:25,710 –> 00:28:27,680
other buildings. There’s different models

905
00:28:27,680 –> 00:28:28,650
that people have done to

906
00:28:28,650 –> 00:28:30,000
keep their staff safe. Not

907
00:28:30,000 –> 00:28:31,320
everybody can work from home

908
00:28:31,320 –> 00:28:33,510
easily. Right. So those are

909
00:28:33,970 –> 00:28:35,100
some neat things that we’ve

910
00:28:35,100 –> 00:28:36,960
seen in terms of the

911
00:28:36,960 –> 00:28:38,900
reaction and the resiliency that

912
00:28:38,900 –> 00:28:41,420
people have. I think we

913
00:28:41,420 –> 00:28:42,680
just need to recognize that

914
00:28:42,680 –> 00:28:44,960
need for agility going forward,

915
00:28:44,960 –> 00:28:47,360
whether it’s whatever else coronavirus

916
00:28:47,360 –> 00:28:48,410
throws at us or other

917
00:28:48,410 –> 00:28:50,240
things that businesses are changing.

918
00:28:50,380 –> 00:28:51,550
It’s no longer just like, ”

919
00:28:51,780 –> 00:28:52,390
Oh, we might have a

920
00:28:52,390 –> 00:28:54,220
hurricane, we need business continuity

921
00:28:54,220 –> 00:28:56,130
disaster recovery.” Right? We are

922
00:28:56,410 –> 00:28:58,690
volume is volatile and some

923
00:28:58,690 –> 00:29:00,080
places it’s up like crazy,

924
00:29:00,080 –> 00:29:01,390
some places it’s down like

925
00:29:01,390 –> 00:29:03,020
crazy and then we just

926
00:29:03,020 –> 00:29:04,120
need this agility to be

927
00:29:04,120 –> 00:29:06,060
able to move to home,

928
00:29:06,060 –> 00:29:07,330
move to other buildings, maybe

929
00:29:07,330 –> 00:29:09,880
some move back hopefully. Okay.

930
00:29:09,930 –> 00:29:11,520
Lots of things. It’s a

931
00:29:11,520 –> 00:29:13,010
change game and in that

932
00:29:13,010 –> 00:29:14,330
article, I mentioned the resiliency

933
00:29:14,330 –> 00:29:15,660
article. I emphasize that you got

934
00:29:15,660 –> 00:29:16,520
to have a plan that

935
00:29:16,520 –> 00:29:17,930
thinks about all these things

936
00:29:17,930 –> 00:29:18,950
and that you’re ready. A

937
00:29:18,950 –> 00:29:19,670
lot of people did it

938
00:29:19,670 –> 00:29:21,120
on the fly, but now’s

939
00:29:21,120 –> 00:29:21,940
the time and cloud’s a

940
00:29:21,940 –> 00:29:24,560
huge enabler for that. So

941
00:29:24,560 –> 00:29:26,060
Dean, what’s the new normal

942
00:29:26,060 –> 00:29:31,020
for your organization? Well I don’t

943
00:29:31,270 –> 00:29:33,470
know. We maybe in it, right?

944
00:29:33,980 –> 00:29:35,620
This may be it. We

945
00:29:35,620 –> 00:29:36,820
are currently that I have

946
00:29:36,820 –> 00:29:38,080
been seeing and I’m sure

947
00:29:38,490 –> 00:29:40,580
Julie’s seen some chatter about

948
00:29:40,580 –> 00:29:41,910
coming back into the office,

949
00:29:43,020 –> 00:29:45,340
and I think people start coming

950
00:29:45,340 –> 00:29:47,330
in in small groups, and

951
00:29:48,260 –> 00:29:48,900
people want to get out of

952
00:29:48,930 –> 00:29:50,070
the house. I know that,

953
00:29:50,700 –> 00:29:51,540
but I think- A lot

954
00:29:51,540 –> 00:29:54,180
of people will probably adjust

955
00:29:54,690 –> 00:29:55,900
their perspective on this as

956
00:29:55,900 –> 00:29:58,920
a result. Julie, before I

957
00:29:58,920 –> 00:30:00,080
ask you for some final

958
00:30:00,080 –> 00:30:02,410
thoughts and recommendations, would love

959
00:30:02,410 –> 00:30:05,080
to hear what is the

960
00:30:05,080 –> 00:30:07,780
new normal to you? Yeah.

961
00:30:08,400 –> 00:30:09,560
I mean personally, I think

962
00:30:09,560 –> 00:30:10,730
the new normal for me

963
00:30:10,730 –> 00:30:11,950
is working from home. I

964
00:30:13,720 –> 00:30:15,010
kind of like this environment.

965
00:30:15,010 –> 00:30:16,410
I know others don’t and

966
00:30:16,860 –> 00:30:18,670
it’s just not conducive to

967
00:30:18,670 –> 00:30:23,080
them, but… yeah, the cloud and

968
00:30:23,240 –> 00:30:29,160
the internet connectivity has really

969
00:30:29,160 –> 00:30:30,780
played into this, right? I

970
00:30:30,780 –> 00:30:33,450
mean, it’s all what we’re doing now

971
00:30:33,450 –> 00:30:36,830
for work. Okay. So as we start

972
00:30:36,890 –> 00:30:38,430
to wrap up this conversation

973
00:30:38,430 –> 00:30:39,780
of change management as we

974
00:30:39,780 –> 00:30:41,700
see, it’s broad in many

975
00:30:41,700 –> 00:30:43,510
different things, not just technology

976
00:30:43,510 –> 00:30:44,700
but just what the new

977
00:30:44,700 –> 00:30:47,220
normal is. Julie, any final

978
00:30:47,220 –> 00:30:49,020
thoughts or recommendations that you

979
00:30:49,020 –> 00:30:50,900
want to reiterate and emphasize?

980
00:30:50,940 –> 00:30:52,310
Because you and your team

981
00:30:52,310 –> 00:30:54,770
just did such remarkable things

982
00:30:54,770 –> 00:30:56,240
that at times, I can just

983
00:30:56,240 –> 00:30:57,610
think you’re like, ” Well that’s

984
00:30:57,610 –> 00:30:58,950
just business as usual.” But

985
00:30:58,950 –> 00:31:00,000
it was incredible that the

986
00:31:01,040 –> 00:31:02,680
accomplishments that you did with

987
00:31:02,680 –> 00:31:05,650
the languages, getting people to

988
00:31:05,650 –> 00:31:07,710
let things go, so please

989
00:31:07,710 –> 00:31:09,530
share with us any final…

990
00:31:10,280 –> 00:31:11,990
recommendations and sing the praises

991
00:31:11,990 –> 00:31:14,750
of your team. Well yeah,

992
00:31:15,380 –> 00:31:17,270
it was definitely a team

993
00:31:17,270 –> 00:31:18,210
event, right? It takes a

994
00:31:18,210 –> 00:31:20,750
great team, but I would

995
00:31:20,750 –> 00:31:22,330
just say from a recommendation

996
00:31:22,330 –> 00:31:25,120
is to develop that organizational

997
00:31:25,120 –> 00:31:27,230
change framework and those guardrails

998
00:31:27,230 –> 00:31:28,730
that we talked about, and

999
00:31:28,730 –> 00:31:29,580
then tune it as you

1000
00:31:29,580 –> 00:31:30,860
apply the model to your

1001
00:31:30,870 –> 00:31:33,290
projects and your changes. You’re

1002
00:31:33,350 –> 00:31:33,980
not going to get it

1003
00:31:33,980 –> 00:31:35,440
right the first time, right?

1004
00:31:35,480 –> 00:31:39,440
And it’s okay. it’s okay.

1005
00:31:39,590 –> 00:31:41,870
It’s ever evolving, it’s ever

1006
00:31:41,970 –> 00:31:43,750
changing what we’re having to

1007
00:31:43,750 –> 00:31:45,590
do now, right? So create

1008
00:31:45,590 –> 00:31:46,990
a safe environment for your

1009
00:31:46,990 –> 00:31:48,960
customers and your stakeholders to

1010
00:31:48,960 –> 00:31:51,710
give feedback. After, during your

1011
00:31:51,710 –> 00:31:54,850
projects, right? Constant feedback, we

1012
00:31:54,850 –> 00:31:56,770
need that feedback and then

1013
00:31:56,770 –> 00:31:57,980
we need the agility to

1014
00:31:57,980 –> 00:31:59,430
make those changes as we’re

1015
00:31:59,430 –> 00:32:00,940
going through the process, and

1016
00:32:00,940 –> 00:32:03,210
then apply that feedback and

1017
00:32:04,070 –> 00:32:05,270
often times when we start

1018
00:32:05,270 –> 00:32:06,290
a new project, we don’t

1019
00:32:06,380 –> 00:32:07,620
stop and go, ” Okay, what

1020
00:32:07,620 –> 00:32:08,960
lessons did we learn from

1021
00:32:09,000 –> 00:32:10,990
other projects that we can

1022
00:32:10,990 –> 00:32:12,670
apply to this new project

1023
00:32:12,670 –> 00:32:14,860
or change, right?” So just

1024
00:32:15,250 –> 00:32:18,330
be flexible, be adaptable and

1025
00:32:18,850 –> 00:32:20,430
maybe our organization is so

1026
00:32:20,430 –> 00:32:21,580
large and complex that you

1027
00:32:21,580 –> 00:32:24,580
need to create a group

1028
00:32:24,590 –> 00:32:26,440
of individuals to take on

1029
00:32:26,440 –> 00:32:28,330
this responsibility. We are lucky

1030
00:32:28,330 –> 00:32:29,370
enough at Coke to have

1031
00:32:29,370 –> 00:32:32,220
an organizational change management team

1032
00:32:32,680 –> 00:32:34,090
that helps us out in

1033
00:32:34,090 –> 00:32:37,010
this area. So yeah, look

1034
00:32:37,010 –> 00:32:39,960
at that complexity and adapt.

1035
00:32:39,960 –> 00:32:43,450
And- So that’s my- Dean,

1036
00:32:43,450 –> 00:32:45,640
I think it’s finding talent like Julie

1037
00:32:46,360 –> 00:32:48,140
really brings it home on

1038
00:32:48,140 –> 00:32:48,930
what needs to be done

1039
00:32:48,930 –> 00:32:52,780
for change management. Oh absolutely

1040
00:32:52,780 –> 00:32:54,450
yeah, and in the adapt

1041
00:32:54,530 –> 00:32:56,220
piece really hits home with

1042
00:32:56,220 –> 00:32:58,160
me. I think with a

1043
00:32:58,160 –> 00:32:59,700
project that goes on for

1044
00:32:59,700 –> 00:33:02,650
weeks or months, within a

1045
00:33:02,650 –> 00:33:03,900
program that goes on for

1046
00:33:04,060 –> 00:33:05,700
that long things are going

1047
00:33:05,700 –> 00:33:06,630
to go wrong. You’re not

1048
00:33:06,630 –> 00:33:07,650
going to get everything right

1049
00:33:07,700 –> 00:33:08,780
100% of the time, things

1050
00:33:08,780 –> 00:33:08,900
are going to go wrong.

1051
00:33:08,900 –> 00:33:10,380
You’re not going to get everything right 100% of the time. It’s a good sports

1052
00:33:10,380 –> 00:33:13,300
or football metaphor, Tom Brady’s

1053
00:33:13,300 –> 00:33:14,800
won a lot of Super

1054
00:33:14,800 –> 00:33:16,190
Bowls, but he doesn’t get

1055
00:33:17,140 –> 00:33:18,920
touchdown on every play. There’s…

1056
00:33:19,200 –> 00:33:20,060
he turns the ball over every

1057
00:33:20,250 –> 00:33:20,850
once in a while, there’s

1058
00:33:20,850 –> 00:33:22,990
fumbles and that kind of stuff, but

1059
00:33:22,990 –> 00:33:24,330
you got to keep looking

1060
00:33:24,330 –> 00:33:26,070
downfield and keep driving towards

1061
00:33:26,070 –> 00:33:27,690
that goal and adapt and adjust.

1062
00:33:28,510 –> 00:33:31,700
Okay. Laurie, you’ve talked very

1063
00:33:31,700 –> 00:33:34,410
passionately about resiliency and planning,

1064
00:33:34,410 –> 00:33:35,830
so any final thoughts or

1065
00:33:35,830 –> 00:33:39,120
recommendations on changing change management?

1066
00:33:40,130 –> 00:33:41,040
Yeah, I guess I would

1067
00:33:41,040 –> 00:33:42,870
just emphasize what I’ve seen

1068
00:33:42,870 –> 00:33:44,080
in the past, so pre-

1069
00:33:44,080 –> 00:33:47,290
COVID, both change management and

1070
00:33:47,290 –> 00:33:48,770
resiliency planning, what used to

1071
00:33:48,770 –> 00:33:50,760
be business continuity, disaster recovery

1072
00:33:50,760 –> 00:33:52,090
was one of those things

1073
00:33:52,090 –> 00:33:53,410
everybody probably thought, ” Oh, we

1074
00:33:53,410 –> 00:33:54,460
should do that.” But they

1075
00:33:54,480 –> 00:33:56,540
didn’t prioritize it. They didn’t

1076
00:33:56,770 –> 00:33:58,960
invest in it. I call

1077
00:33:58,960 –> 00:34:00,330
it insurance policies. It’s the

1078
00:34:00,330 –> 00:34:01,060
kind of thing that you

1079
00:34:01,060 –> 00:34:02,230
don’t like spending money on,

1080
00:34:02,230 –> 00:34:03,100
but boy are you glad

1081
00:34:03,100 –> 00:34:03,820
you have it when you

1082
00:34:03,820 –> 00:34:05,820
need it. I think we’ve

1083
00:34:05,820 –> 00:34:06,940
all learned, ” Boy, do we

1084
00:34:06,940 –> 00:34:08,700
need it.” Right? So I

1085
00:34:08,700 –> 00:34:10,300
think going forward, I hope

1086
00:34:10,300 –> 00:34:11,320
that everybody will have a

1087
00:34:11,320 –> 00:34:14,000
new prioritization of that both

1088
00:34:14,050 –> 00:34:15,990
applying change management to help

1089
00:34:15,990 –> 00:34:18,220
people, this is a difficult

1090
00:34:18,220 –> 00:34:19,450
time, it’s a scary time

1091
00:34:19,450 –> 00:34:20,790
and we got more ahead,

1092
00:34:20,790 –> 00:34:21,860
right? Nobody thinks this is

1093
00:34:21,860 –> 00:34:23,150
a short little path we’re

1094
00:34:23,150 –> 00:34:25,210
on and companies will continue

1095
00:34:25,210 –> 00:34:26,290
to adjust in ways they

1096
00:34:26,290 –> 00:34:28,550
can’t foresee right now. So

1097
00:34:28,550 –> 00:34:30,200
I think prioritizing that and

1098
00:34:30,200 –> 00:34:32,070
using the tools of change

1099
00:34:32,070 –> 00:34:33,580
management like they do project

1100
00:34:33,580 –> 00:34:36,180
management and putting some emphasis

1101
00:34:36,180 –> 00:34:38,400
on the resiliency planning, so

1102
00:34:38,400 –> 00:34:40,490
that they can… like Julia

1103
00:34:40,490 –> 00:34:41,440
was saying, learn from the

1104
00:34:41,440 –> 00:34:43,020
last time and do the

1105
00:34:43,020 –> 00:34:44,350
things a little bit better.

1106
00:34:44,350 –> 00:34:45,280
I’m sure there’s a lot

1107
00:34:45,280 –> 00:34:46,310
of people working from home

1108
00:34:46,310 –> 00:34:47,700
going, ” This is not ideal.

1109
00:34:48,540 –> 00:34:49,380
I don’t have the screen”

1110
00:34:50,470 –> 00:34:51,710
IT departments going, ” We don’t

1111
00:34:51,710 –> 00:34:53,230
have exactly the security we

1112
00:34:53,230 –> 00:34:54,370
need.” There’s all kinds of

1113
00:34:54,370 –> 00:34:55,330
things you can think about,

1114
00:34:55,330 –> 00:34:57,860
right? So hopefully learns from

1115
00:34:57,860 –> 00:34:59,210
it, takes it forward and

1116
00:34:59,210 –> 00:35:00,070
gets it right, and helps

1117
00:35:00,070 –> 00:35:01,390
people adapt to the changes

1118
00:35:01,390 –> 00:35:03,070
that are inevitably ahead on

1119
00:35:03,070 –> 00:35:06,000
projects or things that get

1120
00:35:06,000 –> 00:35:06,920
thrown at us that we

1121
00:35:06,920 –> 00:35:09,500
have to react to. Well

1122
00:35:09,500 –> 00:35:10,390
it’s been a pleasure to

1123
00:35:10,390 –> 00:35:12,390
hear everybody, because out in

1124
00:35:12,390 –> 00:35:13,730
the field and it’s actually

1125
00:35:13,730 –> 00:35:15,070
applied, really think it’s the

1126
00:35:15,070 –> 00:35:17,170
best story. What we’ve heard

1127
00:35:17,170 –> 00:35:18,360
today from all of you

1128
00:35:18,360 –> 00:35:19,830
is that you decide what

1129
00:35:19,830 –> 00:35:21,050
the best practice was for

1130
00:35:21,050 –> 00:35:23,020
you in your organization. You

1131
00:35:23,020 –> 00:35:24,880
leverage lessons learned, I love

1132
00:35:25,110 –> 00:35:26,220
the message, ” It’s okay to

1133
00:35:26,220 –> 00:35:30,240
make mistakes.” I think it’s

1134
00:35:30,240 –> 00:35:31,300
fair to say that too

1135
00:35:31,300 –> 00:35:32,990
often change management has always

1136
00:35:32,990 –> 00:35:34,520
been seen as a nonessential

1137
00:35:34,520 –> 00:35:35,440
and a nice to have,

1138
00:35:35,440 –> 00:35:37,540
but it is actually extremely

1139
00:35:37,540 –> 00:35:39,470
important and an essential component

1140
00:35:39,860 –> 00:35:41,640
to not only increase the

1141
00:35:41,640 –> 00:35:43,160
adoption, but make it a

1142
00:35:43,160 –> 00:35:45,490
reality. Whatever that new normal

1143
00:35:45,490 –> 00:35:47,630
is and to simply achieve

1144
00:35:47,630 –> 00:35:49,210
your vision. So with that,

1145
00:35:49,210 –> 00:35:50,080
I’d like to thank all

1146
00:35:50,080 –> 00:35:51,320
of you for sharing your

1147
00:35:51,320 –> 00:35:53,270
insight, your stories, which I

1148
00:35:53,270 –> 00:35:54,950
really love and your personal

1149
00:35:54,950 –> 00:35:57,410
experiences. Last chance for any

1150
00:35:57,410 –> 00:35:58,990
final comments and messages you

1151
00:35:58,990 –> 00:36:00,280
want to share. If not,

1152
00:36:00,280 –> 00:36:01,880
I’ll hand everything back over

1153
00:36:01,880 –> 00:36:06,660
to Josh. Thank you. cue

1154
00:36:06,660 –> 00:36:14,940
to Josh. Sounds good. Well thanks everybody

1155
00:36:14,940 –> 00:36:17,360
on the panel. Absolutely awesome

1156
00:36:17,360 –> 00:36:20,050
discussion. Everybody in the audience

1157
00:36:20,050 –> 00:36:21,510
who are watching this on

1158
00:36:21,510 –> 00:36:22,930
demand, be sure to check

1159
00:36:22,930 –> 00:36:24,040
out the resource list below,

1160
00:36:24,040 –> 00:36:25,570
the Q& A window, clicking

1161
00:36:25,570 –> 00:36:26,520
those links will open up

1162
00:36:26,520 –> 00:36:27,380
in a new tab in

1163
00:36:27,380 –> 00:36:29,110
your browser and truly expand

1164
00:36:29,110 –> 00:36:30,490
on today’s topic of change

1165
00:36:30,490 –> 00:36:33,630
management. And on behalf of

1166
00:36:33,630 –> 00:36:34,760
the entire team and all

1167
00:36:34,760 –> 00:36:36,000
of our presenters on the

1168
00:36:36,000 –> 00:36:37,010
panel today, I want to thank you for

1169
00:36:37,810 –> 00:36:39,070
your time in attending this

1170
00:36:39,070 –> 00:36:41,090
on demand webinar, and until

1171
00:36:41,090 –> 00:36:42,130
next time, have a good

1172
00:36:42,130 –> 00:36:45,560
one. you. Thanks.