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    • Change Management

      Change is hard. When an organization decides to embark on a digital transformation, it asks its employees to adopt and trust an unfamiliar new technology.  While the “technology side of change” gets most of the attention, executives often underestimate, and fail to properly account for, the “people side of change”.  At MSS Business Transformation Advisory, we understand large technology initiatives do not typically fail for technical reasons; instead, they often fail because the people side of change is not managed well.  We call this “people side of change” Enterprise Change Management.

      What is Change Management?

      ProSci defines Change Management as the discipline that guides how organizations prepare, equip and support individuals to successfully adopt change to drive organizational success and outcomes.

      An important aspect of this definition is the focus on the individual.  This is because the barriers to change are experienced and overcome at the individual level.  This key point of understanding helps inform the most successful approach to effectively managing “the people side of change”.

      What are some common misconceptions?

      When we start talking to our clients about Change Management, we often hear some misconceptions about what it is and what it is not.  We hear things like:

      If you take nothing else away from reading this, we hope you will understand Change Management goes well beyond having communications and training plans. While we fully agree these are certainly important things to employ, we would encourage you to develop a deeper understanding of a Change Management Model that will deliver on a goal of 100% user adoption.

      What is the best Change Management Model?

      Although several Change Management Models exist, the most important and prevalent model is ProSci’s ADKAR.  The ADKAR model theorizes that individuals experience and must overcome barriers to change in a sequential manner.  These barriers are:

      ADKAR elements

      The model is sequential; so, for example, an individual must become Aware of the need for change, prior to experiencing a Desire to participate in and support the change.

      An Organization’s Competency for Change

      As you look to apply the model at the organizational level, it becomes apparent that you must also look at the organization’s change leadership to understand the overall organizational competency for change. Organizational change leadership is a factor of subject matter expertise, capacity, and competency. Where there is a shortfall in any of these factors, the organization’s competency for change is negatively impacted.

      What is the Change Management Process?

      If change happens at the individual level, the question becomes: “How do you systematically employ Change Management at the enterprise level?”  At MSSBTA, we understand each organization and digital transformation is unique, and there are no “cookie cutter” solutions or “silver bullets” in Change Management. Instead, we approach Enterprise Change Management as a series of process steps with each process tailored to the organization and technology initiative.  We group these processes in phases: 1) Assess, 2) Plan, 3) Engage, and 4) Support.

      Phases of Change Management

      Depending on the organization and the specific initiative, sometimes Training and Communication fall under the broad umbrella of Enterprise Change Management and sometimes they do not.  We approach Training as a separate, but necessary and complementary, discipline to Enterprise Change Management with activities occurring in close collaboration. For Communication activities we leverage Enterprise Change Management resources as the manager and quarterback of communications – not the developer. As a result, Enterprise Change Management teams typically work directly with Subject Matter Experts to facilitate the development and coordinate the transmission of critical project communications.

      What are the potential negative impacts of poor Change Management?

      Failure to adequately manage the “people side of change” can quickly lead to your own employees undermining the business changes you are seeking.  We have seen these “people issues” range from low knowledge levels and incorrect usage of the new technology, to reversion to old processes, poor accountability and ownership, all the way to active resistance of the technology itself.  What is the net impact to the organization?  It can be devastating!  Think about the costs of implementation delays, expensive re-work and change orders, and even having to cancel the project mid-stream.

      What are some top recommendations for Executive Sponsors?

      The time to think about Change Management is during the initial planning phases of a major technology initiative.  Our top recommendations include:

      Can we help?

      It is often impractical (or not cost effective) for an organization to rapidly build or scale its own internal Change Management resources when preparing for a digital transformation.  Instead, the best option is to bring in an expert consultant to help guide and facilitate the efforts of the internal team.

      If we can help, please send us a note and we will get back to you shortly! Advisory@mssbta.com

      What other Digital Transformation Services can MSSBTA Provide?

      IT Strategic Planning.  Are your technology initiatives aligned with your business objectives?  MSS Business Transformation Advisory can provide tailored assessments to ensure your technology initiatives are driving expected business outcomes.  We help you define your technology roadmap using best practice approaches, frameworks, and tools.  Learn More

      Transformation Oversight.  What will your governance processes and vendor QA program look like? Transformation Oversight goes beyond what typically falls under the realm of Project Management.  It involves developing good governance processes to provide visibility of project execution and enable quality decision making while simultaneously holding your vendor(s) accountable.  Learn More

      ERP System Selection and Implementation.  Have you selected the right Enterprise Resource Planning (ERP) System?  What won’t your ERP Vendor do? Choosing an ERP System may seem like an overwhelming task for those who have never gone through the ERP System Selection process.  It is a big decision your organization will be living with for the next ten or more years.  MSS Business Transformation Advisory has unparalleled experience in ERP System Selection and Implementation.  Learn More

      Vendor Selection.  Which Vendor(s) should I choose? In today’s market there is a convergence in capabilities between technology vendors.  Aligning stakeholders, gathering differentiating requirements, conducting market research, developing your RFP, scheduling demos, and evaluating vendors can be a difficult, resource-intensive, and time-consuming project. MSS Business Transformation Advisory can help you select the right vendor on an accelerated timeline.  Learn More

      Business Process Improvement.  Are you automating good processes?  A Digital Transformation is one of the best opportunities you will ever have to improve your processes and gain efficiencies by leveraging technology.  MSS Business Transformation Advisory can help address any gaps in skill, knowledge, or capacity while simultaneously providing third-party perspective and insight to ensure you will design for success.  Learn More