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Client Detail: This Client manages applications for trust requests on behalf of the trust beneficiaries. The Challenge: The Client managed business functions through a manual process using email or postal mail for completion of customer applications. This process created an application completion timeline of a few months to two years. Requests for application status was a manual, labor intensive process for Client personnel. MSS Business Transformation Advisory (MSSBTA) was engaged to lead the transformation of key Client processes and services including electronic workflow, paperless application processing, real-time information availability for Client personnel, and an easy-to-use interface for applicants to access application status online. The Client identified project success criteria as: Plan for and execute the digitization of the current documents Include a user adoption model, including training planning, managing resistance, and deployment Plan for migration of data from the existing legacy systems to the new digital platform Use project management and governance practices to ensure that the program remains on track Document current and future state functional and technical requirements Implement a digital solution platform Our Solution: MSSBTA developed the strategy, created the solution, and managed the transformation process for the Agency. The program included the following projects: Automated integration with multiple systems and functional business areas Periodic reports and surveys to ensure personnel were informed of upcoming changes and to check the “pulse” of the Agency personnel throughout the functional and organizational changes Consistent communications with the public via the Agency website including outreach to customers to ensure they had access to the right technology A customer facing support structure to ensure that any issues or queries were addressed in a prompt manner Processes to aid Agency personnel in the change necessary to manage the new paperless process Their Results: Using the MSSBTA structured approach to project and change management, the transformation project was delivered on time and within budget. The digital transformation improved application processing time from a possible 2 years to weeks and even days. The effort enhanced internal and external communication and provided better, more consistent communication and updates to the end customers. Deliverables: Execution roadmap for reporting status to leadership team Program and project plans Vendor management Communication plans and execution Agency personnel time commitment matrix by week Technical integration documentation Digitized work-in-progress applications Technical support process to address internal and external issues and questions. An updated frequently asked questions section on the customer site kept calls to technical support at a minimum

Applying Leadership, Governance, and Accountability Congratulations! Your transformation initiative’s budget has been approved and the project is a Go! Conventional wisdom dictates that you start by bringing onboard a project manager (PM) and begin the project initiation and planning activities. As the person who has overall responsibility for the successful planning, execution, controlling, and closure of a project, the PM is one of the most important roles on the project. In addition to a strong project manager, you need a consulting organization that has a proven methodology, approach, and tools to ensure the successful execution of a project. Effective transformation oversight requires a consulting company that understands how to deliver success through leadership, governance, and accountability. Many organizations believe they have the internal capability to fill the project manager (PM) role. If the initiative is an Information Technology (IT) project, the systems integrator (SI) or the independent software vendor (ISV) might have their own PM to manage their team’s activities. While it might be expeditious for you to just rely on their PM, and/or your internal resources, there are serious risks inherent in this approach. To ensure success, the PM must be willing to hold all parties (external and internal) accountable regardless of their role in the project. Therefore, it is vital that you select an independent company that has no conflict of interest, and a singular focus on driving the project to successful completion. MSS Business Transformation Advisory (MSSBTA) is a technology-agnostic, trusted advisor to our clients. We place your interest above all else in pursuit of a successful implementation. Our project managers use a project oversight structure called Leadership, Governance, and Accountability (LGA), which addresses critical success factors beyond the traditional project management responsibilities. Properly executed, LGA minimizes risk, ensures sustainable project success, and drives positive business outcomes. Download 3 Components of Transformation Oversight PDF Success Through Leadership “Most projects are over-managed and under-led,” Jim Highsmith notes in his book Agile Project Management. In transformation projects, when projects run into problems requiring innovative ideas and approaches, the traditional tool-and-process focused style of pure-play project managers will not suffice. MSSBTA’s Leadership ensures: Clearly defined business outcomes aligned with organization strategy Complete and validated contracts and a project plan aligned across all stakeholders One point of contact to oversee and manage all aspects of the initiative Success Through Governance Through the second tenet of our oversight structure, Governance, MSSBTA establishes a strong management framework for the project, driven by PMBOK ® leading practices. Effective governance results in: Clearly defined decision-making process Roles, responsibilities, and expectations aligned with the project goals and objectives Clear expectations regarding communication and meeting cadence Success Through Accountability With several participants involved in a project, there will undoubtedly be occasions when stakeholders will “pass the buck”. They will blame each other for missed schedule, budget, and quality commitments. It is critical to establish a rigorous Accountability framework. Establish ownership, proactively identify, escalate, and resolve issues. When you choose MSSBTA to manage your project, we take accountability for the overall success of the initiative. We will ensure that: All contributors are held accountable for meeting commitments Quality standards are met Initiative outcomes are delivered within budget On-time Go-live is achieved Free PDF: 10 Benefits of Leadership, Governance, and Accountability Download 10 Benefits of LGA in Transformation PDF In most projects, key aspects of Leadership, Governance, and Accountability are missing or unclear. Experience shows that a structured, disciplined approach to transformation oversight is critical to the overall success of the initiative. Be sure to choose the right independent advisor for your organization to partner that has the gravitas, experience, executive presence, and training to successfully deliver transformation initiatives using this LGA approach. Engaging them as project lead will go a long way to ensure successful implementation. Share This Article:

Reflecting on our experience with Key Performance Indicators (KPIs), we realize that not all KPIs are equally effective. To truly stand out, an effective KPI must possess several essential characteristics: alignment with company objectives, measurability and quantifiability, relevance to the specific context, and time-bound commitments. This blog post will discuss the following characteristics in-depth and highlight their significance in creating KPIs that drive success and enable informed decision-making. Effective KPIs are Measurable and Quantifiable Defining measurable and quantifiable Key Performance Indicators (KPIs) is essential for organizations to track their progress and evaluate their achievements objectively. When KPIs are specific, metrics or numerical targets indicate performance and ensure organizational transparency. Here are some key points that highlight the importance of measurable KPIs: Clarity and Focus: Measurable KPIs provide clarity by clearly defining what needs to be achieved. They help organizations focus their efforts and resources on specific goals or objectives. By setting measurable targets, organizations can align their activities and strategies toward achieving them, increasing their chances of success. Performance Tracking: Measurable KPIs enable organizations to track their performance effectively. Organizations can measure progress over time using quantifiable metrics and compare it against predetermined targets or benchmarks. This tracking allows for a clear understanding of whether the organization is on track, exceeding expectations, or falling short. Objective Evaluation: Measurable KPIs facilitate the objective evaluation of performance. Since they are based on quantifiable data, they remove subjectivity and personal biases from the assessment process. By using objective criteria, organizations can make data-driven decisions, identify areas that require improvement, and recognize areas of success. Accountability and Transparency: Measurable KPIs promote accountability within an organization. When goals and targets are clearly defined, assigning responsibilities, and holding individuals or teams accountable for their performance becomes easier. Transparently measuring and sharing KPI results throughout the organization fosters a culture of accountability, encourages teamwork, and ensures everyone knows the organization's progress toward its objectives. Continuous Improvement: Measurable KPIs are a foundation for continuous improvement. By regularly tracking and analyzing KPI data, organizations can identify areas for enhancement, make data-backed adjustments, and monitor the impact of those changes. Measurable KPIs allow organizations to refine their strategies, optimize processes, and achieve better results. Effective KPIs are Relevant KPIs must be relevant to the specific context and industry of the organization. This ensures that KPIs provide meaningful insights and enable actionable decision-making. Here we will discuss the significance of relevancy in KPI selection and how it helps us stay focused on what truly matters. Identified Key Business Objectives: Not only should KPIs be specific to the industry of the organization, but they also need to be relevant to the core business objectives that the organization is trying to achieve. Identifying these key business objectives is critical, along with identifying ways to ensure the organization has met these outcomes. A straightforward way to do this is to ask Key Performance Questions (KPQs) when building KPIs that ensure they are relevant to the internal and external objectives set forth. Ex: How can we, as an organization, redefine our go-to-market strategy and what are we looking to achieve in doing so? Contextual Performance Evaluation: Relevant KPIs provide the basis for evaluating performance within a specific industry. They provide a clear focus on the factors that are critical to success for the organization and ensure that the organization's efforts are aligned with industry-specific priorities. Using irrelevant KPIs can lead to misguided assessments, inefficient resource allocation, and missed opportunities for improvement. Effective Communication and Engagement: When KPIs are relevant to the organization's industry and context, they are more easily understood and embraced by employees, stakeholders, and partners. Relevant KPIs create a shared language and understanding, enabling effective communication, collaboration, and engagement. KPIs that are less relevant to an organization’s industry and context will also be less relevant to the shared knowledgebase of the people involved. This can lead to distance, misunderstanding, and lack of ownership of the KPIs. Effective KPIs are Time-bound Open-ended KPIs do not commit a team to achieving a goal; they commit to tracking a goal. Keeping KPIs time-bound increases accountability and ensures a certain measurement must be reached by a specific time. Let's explore the importance of setting time-bound commitments and how they drive our progress and motivation. Realistic Timeframes: It is important to be ambitious in setting the time for the goals and KPIs determined to meet these, but equally crucial to be realistic. Each goal may have a distinct set of parameters and dependencies tied to them that impacts the duration to complete, so when setting the specific time to reach these goals, ensure to have buy-in from the team members that will be involved so that their commitment and expectations are aligned. Accountability and Focus: Time-bound KPIs create a sense of accountability for individuals and teams. When a clear timeline is attached to a KPI, it encourages people to prioritize tasks, allocate resources efficiently, and take necessary actions within the given time. This focus on meeting deadlines can drive productivity and enhance overall performance. Strategic Planning: Time-bound KPIs play a vital role in strategic planning by helping organizations set priorities, allocate resources effectively, and establish realistic timelines for achieving objectives. By considering the time related to specific performance metrics, organizations can align their activities and initiatives with long-term goals and ensure optimal utilization of resources. Download Decoding the Essentials for Effective KPIs infographic Effective KPIs Align with Company Objectives An effective KPI must be closely aligned with the organization's objectives. When KPIs are intricately linked to the business's strategic priorities, they become powerful tools for tracking success and enabling informed decision-making. This section addresses the significance of alignment and how it ensures our efforts focus on what truly matters. Communication and Alignment: KPIs facilitate effective organizational communication and alignment. They provide a common language and a shared understanding of performance expectations. When everyone is working towards the same measurable targets, it becomes easier to communicate progress, share insights, and collaborate toward achieving organizational objectives. Sense of Purpose: KPIs are created to drive performance and help companies accomplish their most important initiatives. Proper alignment helps ensure those KPIs do not drift into the background and become meaningless measuring sticks. Team members are more likely to fully embrace and take ownership of KPIs when they can see their value directly. Preservation of Importance: Every KPI a company commits to tracking needs to be seen as an important investment of resources. KPIs that do not align with company objectives can lose importance to the team members responsible for them. This is a dangerous slope because if all KPIs are not viewed as important, they begin to lose value. Aligning KPIs properly with company objectives sets the precedent that every KPI is important and requires attention and ownership. In this post, we have examined the essential characteristics of effective KPIs: measurability and quantifiability, relevance, time-bound commitments, and alignment with company objectives. KPIs can be created that provide meaningful insights, track progress accurately, and drive success by understanding and implementing these characteristics. Future articles will delve deeper into each characteristic, exploring best practices and practical examples to help us develop and implement effective Key Performance Indicators in our organizations.

When it comes to business, the CEO and CIO must be on the same page. Technology is always changing and evolving, and it can be difficult for CEOs to keep up with all the latest trends and developments. That is where the CIO comes in. The CIO is responsible for managing the technical and application infrastructure, and they need to be able to trust that the CEO will provide support to execute their plans. However, alignment between the CEO and CIO is only the beginning. It is also important for the CIO to align with other C-level executives who are responsible for different lines of business. This can be a challenge, but it is essential for ensuring that everyone is on the same page and working towards the same goal. Why CEO-CIO alignment matters Alignment between the CEO and CIO is essential for ensuring that everyone is focused on achieving the same business goals and objectives. If the CIO and CEO are not aligned, it can lead to difficulties in decision-making, communication problems, and a lack of trust. This can result in technology being used in a way that does not support the goals of the organization. In extreme cases, it can even lead to technology being used against the goals of the organization. Learn more about CEO-CIO Alignment Challenges aligning the CEO and CIO There can be challenges when it comes to aligning the CEO and CIO. One challenge is that they may have different priorities. For example, the CEO may be more focused on the bottom line, while the CIO may be more concerned with ensuring that the technology infrastructure is up to date and able to meet the needs of the business. Another challenge is that technology is always changing, which can make it difficult to keep everyone aligned. It is important to have regular communication between the CEO and CIO so that they can stay updated on each other's priorities and objectives. Aligning the CIO with other C-level executives It is also important for the CIO to align with other C-level executives who are responsible for different lines of business. This can be a challenge, but it is essential for ensuring that everyone is headed in the same direction. Alignment between the CIO and other C-level executives allows for better communication and collaboration, which can help to improve decision-making and overall efficiency. How to achieve alignment between C-level executives There are a few things that can be done to help achieve alignment between the CEO, CIO, and other C-level executives. One is to establish clear communication channels between all parties. This includes regular meetings or updates so that everyone is aware of what each person is working on. Another tip is to create cross-functional teams that include members from different departments. This can help to break down silos and promote collaboration. Finally, it is important to have a common goal that everyone is working towards. This can help to focus and align the efforts of the entire organization. Ensure alignment across the entire organization It is important to note that alignment is not something that can be achieved by one person or department. It is a collective effort that requires buy-in from the entire organization. Everyone needs to be aware of the importance of alignment and how it can benefit the company. Senior management should lead by example and create an environment where alignment is encouraged. It is up to everyone to do their part in ensuring that the organization is aligned. Final thoughts CEO-CIO alignment is essential for ensuring that everyone is on the same page and working towards the same goal, but it is only the beginning. There can be challenges, but there are also several things that can be done to help achieve alignment. It is important for the entire organization to buy-in and do their part in ensuring that alignment is achieved.

Welcome to the first chapter of our exciting 3-part journey into the world of Microsoft Dynamics 365 Business Central implementation. Joining us today for an insightful interview is Susan Hayer, Ph.D., a seasoned Senior Consulting Manager at MSS Business Transformation Advisory and an expert in project management. Get ready for an enlightening journey as we uncover the core aspects of leadership, governance, and accountability. These aren't just fancy terms – they're the essential components that make up the recipe for a triumphant implementation journey. So, if you are ready, let's dive right in! Darren: Why is leadership important in implementing Microsoft Dynamics 365 Business Central? Susan: Think of leadership as the compass guiding the project implementation. It's all about having a clear vision and objectives - these are essential. The leadership team, much like a skilled navigator, should outline specific goals and communicate them effectively to the entire crew. Now, let's talk about the role of a project sponsor. With their authority and influence, they're a bit like the captain of the ship. They set clear goals, remove any obstacles in the path, and ensure that everyone has the resources they need throughout the journey. It's this combination of clarity, communication, and resource allocation that drives a successful implementation process. Darren: How does effective governance contribute to a smooth implementation? Susan: Effective governance plays a key role in making sure things run smoothly. It all begins by putting together a project team made up of folks from different parts of the company. This team takes charge of making sure the plan gets put into action, handling big choices, and tackling any hurdles that come up. To steer clear of any mix-ups, it's smart to spell out what each team member is responsible for. And on top of that, setting up a clear way to make decisions helps things move along nicely and avoids any unnecessary hold-ups. Darren: That really makes sense. Now, let's talk about accountability. How can organizations promote accountability during the implementation? Susan: When it comes to getting things done right, accountability is a big deal. You can think of it like this: having clear checkpoints and deadlines helps us keep tabs on how things are moving along and makes sure everything gets done on time. And to make it even better, laying out specific measurements, like key performance indicators (KPIs), that match up with our goals gives us a way to track how we're doing and make any needed changes. Plus, when we encourage our team members to really take charge and own their tasks, it sets the stage for a can-do attitude and makes working together on the project a breeze. Darren: I see the importance of accountability. How can organizations foster a culture of accountability throughout the implementation journey? Susan: Creating a culture of accountability is all about starting off on the right foot. That means laying out what you expect right from the get-go. Make it clear who's responsible for what, what needs to be delivered, and how everyone's roles fit together. And you want to make sure your team feels comfortable speaking up and working together. When they feel like they're in the driver's seat for their tasks, things tend to go smoothly. Keep an eye on how things are coming along by checking in on those milestones you set. And don't forget to give some helpful feedback along the way. When people are doing a great job, make sure to give them a pat on the back—it goes a long way in keeping everyone motivated and accountable as the project moves forward. Darren: Absolutely, your emphasis on the roles of leadership, governance, and accountability in implementing Microsoft Dynamics 365 Business Central is spot on. These key elements really are the building blocks for a successful journey of implementation. Now, get ready for the next part of this insightful journey. Susan Hayer is gearing up to share her thoughts on change management and the ins and outs of the implementation process.

Client Detail: The client, a growing $1+ billion transportation logistics company headquartered in Arizona, was preparing for business expansion. The company needed to prepare for an ERP System implementation and faced an aggressive timeline for full implementation. The Challenge: Prior to MSS Business Transformation Advisory (MSSBTA) coming on-board, the client went through an ERP product evaluation and selected a cloud ERP solution. The client needed an un-biased third party to help them evaluate implementation partners and to assist in the overall planning of the implementation. MSSBTA engaged with the client to perform an ERP Systems Readiness Project focused on three key areas: Evaluation/Selection of cloud systems integrators Development of an Organizational Change Management plan Development of an implementation schedule Our Solution: MSSBTA used our proprietary ERP methodologies along with industry best practices from sources like Gartner to develop an implementation plan that considered the resources available to implement. Systems integration vendors were also evaluated to identify the right vendor that would provide the optimal implementation experience for the customer. The ERP system implementation also involved Organizational Change Management. MSSBTA completed an impact assessment and developed a Change Management plan that aligned with the client’s aggressive 9-month schedule. The Results: During the 3-month engagement, the client realized several benefits including: Reduced implementation cost, saving several hundred thousand dollars, through MSSBTA’s help in selecting a systems integrator and taking the lead in contract negotiation. An executable project plan to meet their aggressive timeline with the resources available. A documented Organizational Change Management (OCM) plan to ensure successful training and adoption of the new system. Deliverables: Leadership, Governance, and Accountability Systems Integration Evaluation RFP Implementation plan inclusive OCM plan

Robotic Process Automation (RPA) is an innovative technology that utilizes automation to perform repetitive tasks typically carried out by workers daily. According to the 2019 KPMG Technology Industry Innovation survey, RPA ranked as the second most significant innovation among the top 10. This year, the global RPA market has reached a staggering nine billion dollars. However, despite its potential, a survey reveals that 69% of RPA projects fail due to the complexity of implementation. Businesses strive for enhanced efficiency and profitability, prompting the question: why do these failures occur? RPA is a powerful tool, serving the specific purpose of automating processes and reducing administrative workloads. It offers numerous benefits, such as increased governance, compliance, elimination of human error, improved data quality, and better time management, ultimately boosting productivity. The return on investment (ROI) is expected to be significant. However, as I previously discussed, while RPA may seem promising on paper, it is crucial to thoroughly understand your existing processes before implementing any RPA solution. This is where Process Improvement becomes the critical first step in the RPA implementation journey. Let me outline the steps and criteria for a successful RPA implementation. The first step involves two essential considerations. First, you must take ownership of the initiative and recognize the potential data privacy concerns and cybersecurity risks associated with RPA. You must also assess the cost and evaluate whether the benefits outweigh the investment. How will RPA impact compliance, and how can you effectively communicate its value to the organization? Moreover, the implementation timeline must be determined. This leads us to the second aspect: Process Improvement, which sets the foundation for the entire RPA implementation process. Process Improvement experts will begin by asking vital questions: What are the current processes? What outcomes are you expecting from RPA? What changes need to be made to achieve the desired results? Why is this important for the organization? To successfully implement RPA, the organization must engage in comprehensive discussions and raise awareness about its potential benefits. Your Process Improvement (PI) team will facilitate this process by ensuring management and employees are well informed about RPA. They will employ Organizational Change Management (OCM) techniques to smooth the transition and ensure a thorough understanding of RPA's purpose. Once the demonstrated benefits of RPA are acknowledged and accepted, your Process Improvement team can establish a Center of Excellence (CoE). The CoE will be comprised of Subject Matter Experts from various departments, including employees, supervisors, and managers. They will collaborate to determine the most effective approach to implement RPA. The CoE team should: Schedule regular weekly meetings. Assign a subject matter expert from each department to participate in a pilot RPA project. Create a business plan with a clear timeline and adhere to it. Define roles, responsibilities, and accountabilities. Choose the most suitable RPA software, considering user-friendliness, organizational alignment, number of bots, ROI, and a supportive vendor. Identify and prioritize the initial pilot's most repetitive and manual processes. These processes should have low exception rates, high volume, and significant business impact. Establish metrics and Key Performance Indicators (KPIs) for reporting progress and measuring the impact of RPA. Develop and test the pilot RPA using the appropriate strategy based on data, process maps, business impact, and ease of deployment. Foster employee engagement and maintain frequent communication regarding project progress and evolution with the organization. Cultivating enthusiasm and securing a long-term commitment from employees and management is vital. Establish governance and compliance measures, including policies, procedures, audit logs, and quality assurance, during the pilot phases of RPA implementation. Download now: Establish Your Center of Excellence The success of RPA implementation hinges on the active engagement of the entire organization. Rushing into RPA implementation can lead to complications. It is crucial to assess and carefully select the processes suitable for RPA. By following your business plan diligently, you can reap excellent rewards. Productivity and efficiency will increase, accuracy will enhance data quality, consistency will be achieved, and data security will be fortified. Your Process Improvement team and the Center of Excellence will continue to work on process optimization. Once the pilot project is completed, the CoE will develop a Standard Operating Procedure (SOP) to implement RPA and confidently expand its application to other processes. The pilot project's success will generate heightened interest within the organization as you communicate the effectiveness and efficiency of RPA. It is important to emphasize that RPA is not intended to replace employees but to enable them and free up their time for more engaging and meaningful work while repetitive tasks are automated. The benefits of RPA are worth the investment, and your ROI will also be well-defined with a well-defined implementation strategy. MSS Business Transformation is here to support you in implementing RPA. We have experts in Process Improvement and Organizational Change Management who can assist you in managing your CoE or establishing one. Our team guides you through the process from start to finish, and your success with RPA defines our own. We can help you select the most suitable RPA software and find the right vendor to support your implementation.

Do you consider your team, your division, or your organization as groups that communicate effectively? Is your organization utilizing virtual collaborative tools efficiently to stay connected and engaged? Is this team-centric data telling you that your team is engaged and collaborating successfully? With the number of virtual workplace settings increasing, are your strategies to observe behaviors and capture this type of data working for you? Either in or out of the office, many decisions are data-centric. In a virtual space there is more data available, which presents an opportunity to consider improving team communication utilizing sociomapping®. What is Sociomapping? Sociomapping is an end-to-end facilitated experience led by a certified sociomapping guide. It addresses the topics of team communication, cooperation, and leadership and decision-making. It includes: development of a survey topic and questions specific to your team, administration of the web-based survey, guided review of real-time data in a 3-D heat map, and a detailed results overview to develop action or training plans. From a socio-technical perspective, it is a data driven model that reveals hidden behaviors and trends in your team’s workplace communication. The analysis provides a picture, literally a 3-D drawing, of how well your team is or isn’t communicating. You may learn that your team remains dependent on older, less advanced applications rather than new virtual collaboration tools. This kind of information is gathered through the sociomapping process. It gives you the decision-making information you need to create training or re-training programs. You can adjust change management strategies and develop individual and team performance improvement plans. Where Sociomapping is Used Sociomapping is not just for large companies or specific industries. It is used in academia, healthcare, aerospace, and economic, social, and political science. Sociomapping delivers a 3-D rendering of how a team interacts. It notes behaviors and potential or actual hurdles. The tool does more that measure team dynamics alone. It also provides insight into the use of virtual office tools, identifies where groups seek information, and more. Keeping individuals and teams engaged and empowered in any environment is a top priority. However, knowing if your audience is actively engaged may be a challenge. Through effective facilitation and simple questions delivered by a virtual survey, sociomapping illustrates where team strengths lie. For example: Team communication – identifying most and least effective relationships Collaboration via virtual tools – identifying if groups employ single or various solutions Higher Performing Teams Through sociomapping, team and organization leaders learn how effectively or ineffectively their teams use their virtual work tools. As a result, this process helps identify coaching and training opportunities. And this solution does not have to be a one-time exercise. Recurrent use shows if team health and behaviors are improving, remaining the same, or trending elsewhere. Survey results show a communication and collaboration health picture and can contribute toward proactive team development. This results in higher performing teams, even in today’s new virtual work environment. Share This Article:

Change readiness is about people readiness for successfully crafting and implementing a strategy quickly. It focuses on organizational alignment, people skills, and cultural factors that facilitate success, as well as align leadership and energize employees behind an organizational effort. Your organization must determine how to prepare, equip, and support the individuals in the organization to do their jobs differently. Functional leaders should translate a sense of urgency into a tangible and compelling action that everyone understands. Once everyone understands the common purpose it can turn into the shared sense of a desirable future to help individuals motivate themselves towards transformation efforts. Impact of Change in a Virtual Environment COVID-19 required organizations everywhere to respond quickly to shifting conditions. At such a stressful time, it is difficult to know where to focus your efforts and how to execute them appropriately. During times of crisis, it is essential for you to remember that any organizational achievement is the collective result of individuals and their combined efforts. Considering the COVID-19 crisis, your Agency leaders may think employees are resilient to change because of the successful transition to the work-from-home model. However, this sense of resiliency may give your leadership a false positive. As a result, they may introduce organizational change without executing intentional change plans. Assuming your Agency has reached a heightened level of change resiliency because of COVID-19 is fraught with risk. Keys to successful change readiness planning in an organization include: communication planning, knowledge of detailed change impacts to people’s day-to-day jobs, change readiness plan execution involving skilled change management practitioners, and ensuring adoption by employees at periodic milestones throughout the initiative Change Readiness Assessment A project readiness assessment is a pre-project review to evaluate your Agency’s overall readiness to begin a project. It will identify areas that need more attention and make recommendations that significantly increase the likelihood of project success. Items to assess include: sponsorship / leadership support of the project, expectations and concerns from people in the respective functional areas, checkpoint assessments and strategies to minimize potential project slippage, and project / program governance Recognize Key Areas of Risk A project readiness assessment sets up the project for success by identifying key areas of potential failure by: identifying gaps in readiness, solidifying project goals and expectations, identifying and engaging stakeholders early, and preparing leaders to manage the complexity and challenges of the project Change Readiness Tools Change has significant impact on an any organization’s productivity, reputation, and revenue. So, as your Agency plans to implement significant change, ensure it is up to the task of preparing affected users. This readiness assessment tool will: identify your organization’s ability to prepare for change across three key areas: communication, business collaboration, and user confidence¹, calculate an overall assessment level in each area, and provide you with specific advice on areas requiring improvement before undertaking change Common Pitfalls in a Change Readiness Plan Without the support and direction of a well thought out change readiness plan, you may find yourself addressing one or more of the following pitfalls: lack of confidence in decision-making, thus limiting the effectiveness of change, poor overall management style, communication style, and meeting style, culture and values the organization supports that inhibits it from fully realizing the benefits of change, or lack of capacity readiness—the degree to which the organization can change work processes, historical knowledge base and experience of individuals, current knowledge of personnel with business and technology, and skilled resources to aid in successful implementation and sustain and reinforce the change² Assess Your Agency's Readiness for Change Download and print the 21-question assessment that MSS Business Transformation Advisory (MSSBTA) utilizes. Use this tool as part of your change preparation plan to assess your Agency’s ability to prepare for change and identify any areas in which you can seek to improve. At the end of the assessment, you will receive a score and a brief commentary. If your assessment returns a near perfect score, congratulations! your organization is ready for change in most of the assessed areas. For most of us though, the reality is that proper change readiness takes preparation and often requires the help of Change Management professionals. MSSBTA utilizes a comprehensive methodology that walks you step-by-step through the activities that focuses on organizational alignment, people skills, and cultural factors that facilitate success, as well as align leadership. Our methodology uncovers shortcomings between your Agency’s current and the ideal target state. It helps evaluate your Agency’s overall readiness to begin a project, identify areas that need more attention, and make recommendations that significantly increase the likelihood of adoption. References: ¹Change Readiness Preparation Tool. InfoTech ²Combe, M. (2014). Change Readiness: Focusing Change Management Where It Counts. PMI White Paper. Share This Article:

As part of an ERP implementation, modernization, or transformation process, there is increasing pressure on organizations to identify opportunities to lower the total cost of ownership (TCO) for core functions and reporting. A report rationalization methodology increases efficiency, standardization, and productivity of global reporting operations within integrated business functions (HR, finance, procurement, distribution, shipping, etc.). A report rationalization methodology gives you a holistic review of all existing reports, metrics, and dimensions used in your current system. It maps how this data will be delivered in the new system to improve efficiency, productivity, and standardization. Report rationalization is achieved by prioritizing key strategic performance indicators and metrics, eliminating non-value adding activities, simplifying, standardizing, and automating financial, marketing intelligence (MI), and regulatory reports. Report rationalization allows report producers more time for business partnering and provides management with the right insights at the right time. Key Reporting Issues within Business Functions Extensive manual processing and manual report production. Users download a version of the report from the ERP system then create additional reports using Microsoft Excel VLOOKUPs, create additional charts, using external IT databases (outside the ERP). These workarounds lead to multiple versions of the truth and result in data quality and integrity [AM1] issues. Various levels and quality of commentary, metrics, KPIs, and insights between teams Multiple copies of the same report exist within the system, generating a high volume of redundant operational reports in the legacy system Lack of Change Management and limited governance process enforcement around existing and new reports[AM2] [LA3] [LA4] Self-service reporting capabilities are not being utilized for ad-hoc queries or one-time reports Large numbers of IT SOX queries are created because of legacy system limitations, or having disparate ERP systems generating additional reports for validating data consistency between multiple systems Lack of report design standards including branding, logos, fonts, column names, etc. By initially spending time to understand the legacy reporting and how it translates to the new reporting needs, you can almost always reduce the number of reports that need to be replicated. Building a smaller number of highly utilized reports reduces development costs and keeps maintenance costs lower, moving forward. Share This Article:

Having defined KPIs and metrics across the organization, you can prioritize business critical reports, dashboards, and analytical insights required for go-live. Look for data to tell the story through integrations from third-party systems, multiple data sources, and the right set of tools to present the data. Benefits of organization wide KPIs and metrics include: Gaining a better understanding of data and meaningful insights by drilling down from aggregated balances to detailed transaction records Minimizing dependence on a lengthy report development lifecycle Providing accurate & real-time information to perform analysis and make faster decisions Utilizing a multi-dimension scalable model that helps an organization slice & dice financial performance, budget and forecasts or supplier trends by a variety of business dimensions such as line of business, area, or region. Process of Report Rationalization Data Collection Strategy Determine the legacy report name and description. How many times has this report been run by the users in the past year (frequency)? Understand the pattern and usage of the report Identify the business owner and process groups that run the report Identify the source database, table, and column name for each metric and dimension Understand the metrics of the organization and map it to the report Understanding the Overall Report Business Area – For which part of the organization is the report intended? Report Frequency - Is the report run on-demand, daily, weekly, or monthly? Does it generate huge volumes of data to be requested in real-time or is it run as a scheduled job? Distribution details of the report. Understanding the Data in the Report Identify the name and definition of each dimension on the legacy report. Determine the calculation for each metric. Often business logic is embedded into a report, so it is critical to capture this logic to be replicated in the future state. Report Analysis of Data and Recommendations Now that you have the list of all the reports and the data elements contained in each of them, it is time to develop a dimensional matrix (identify the data entities such as suppliers, company, invoice headers, purchase requisitions, etc.) across the current state reports. Once you have a matrix built for current state reports, you logically combine similar reports based on data entities, report functionality, KPIs / metrics, and ad-hoc queries. There will be opportunities to eliminate reports or combine reports to meet multiple users’ needs. With a rationalized list of reports, you can now map this matrix against the future state architecture of data dimensions, subject areas, and hierarchies using the steps below: Understand any key design decisions that affect the flow of data and the eventual production of reports. Understand the integration touchpoints and where the data for the reports needs to be available. This will also help you identify the best tool to develop the report (if you must combine multiple data sources to generate a report). Understand the out-of-the-box (OOTB) reports available in the future state system. This results in full use of the new system and reduces the number of custom reports. Extend the OOTB reports to match your organization’s needs, thereby reducing development time. Analyze the data entity grouping in detail to complete additional rationalization. If most data entities are similar and fall under a specific grain of new system reporting data (for example, invoice lines), a similar set of data entities across multiple current state reports can be combined to have one future state report. By the end of the rationalization exercise, you should have a better idea of the best tool to implement the new set of reports, any licensing considerations to which you may have to adhere, and the skill set required to deliver the reports. Completing a rationalization exercise in the initial stages will help you throughout the project and will increase the likelihood of a successful and satisfied business customer go-live. Share This Article:

99.9% of Lean and Six Sigma techniques involve cross-functional teams where strong facilitation skills are critical to engaging all participants and getting maximum value from the event. Whether it is a Kaizen/Rapid Improvement Event (RIE), brainstorming event, or another similar event, the facilitator's role is to ensure that the event delivers maximum value by ensuring these items are consistently applied or highly considered before and during the event. The Lean Six Sigma facilitator role requires the following: Prepare for the event Get the right people involved Set and communicate clear objectives, goals, and scope Maintain a professional approach and leading by example Keep things focused, spirited & engaged Establish ground rules and ensuring they are respected Ensure participants feel able to engage with the process Manage the physical environment, including heat/cold/noise/visual/safety Keep track of time…breaks, meals, and emergencies all cause disruption Manage the group dynamics (Group Think, see below) Encourage creativity Manage the process (are the activities focused on the goals) Delegate where appropriate to ensure the group can stay focused Have backup plans in place to cope with the unexpected Steer the group towards decisions that have consensus Recognize group members in need of training or skill development Offer feedback on the effectiveness of the group Summarize the group's key points Facilitate balanced participation among group members to ensure diverse input Assist in acquiring necessary resources for the team Provide an unbiased external perspective Clarify different perspectives on issues Maintain the team's focus on the process Address and resole interpersonal conflicts that may arise Watch eye contact Assess the change process Evaluate the cultural obstacles (attitudes, personalities) Assess the effectiveness of groups in fulfilling their objectives Request opinions on sensitive matters Coach the leader and participants Always ask candid and inquisitive questions Keep the pulse of why someone is doing this/that/the other Keen ability of Active Listening (Contact, Absorb, Feedback, Confirm) Assign and teach your scribe Use a variety of methods for 1) one person talks, 2) everyone gets to speak Record decisions and lessons learned The Lean Six Sigma facilitator must avoid the following: Engaging in critical judgment toward team members or their ideas, comments, and opinions. Taking sides or becoming caught up in the subject matter. Dominating the group discussions. Solving a problem, giving an answer, or leading (with bias). Making suggestions on the task instead of the process. This stuff is hard! Development of these skills takes time and lots of practice and includes constructive feedback and mentorship in various conditions. These skills need to be honed over time and respected as a core skill within any project of key importance. Facilitation requires consistent concentration, therefore, can be extremely tiring. Realistic timelines and goals should be evaluated prior to and during an event to maintain peak performance. Facilitating versus Doing Successful Lean Six Sigma facilitators are those aware they do not have to deliver the process map, figure out the root cause of the problem, or develop that solution. Instead, they understand that their role is to facilitate those outcomes from their team. Groupthink Groupthink is "A mode of thinking that people engage in when deeply involved in a cohesive group. When members' strivings for unanimity override their motivation to appraise alternative courses of action realistically" (Janis, 1971). The eight symptoms of groupthink are: The illusion of invulnerability – This creates an overly optimistic mindset that promotes the adoption of extreme risks. Collective rationalization – Members disregard warnings and fail to reconsider their assumptions. Belief in inherent morality – Members strongly believe in the righteousness of their cause, leading them to disregard the ethical or moral consequences of their decisions. Stereotyped views of out-groups – Negative perceptions of the "enemy" undermine the perceived necessity of effective responses to conflicts. The direct pressure on dissenters – Members are pressured to refrain from expressing arguments against groups. Self-censorship – Suppressed, and individuals refrain from expressing doubts or deviations from the perceived group consensus. The illusion of unanimity – The majority view and judgments are assumed to be universally shared within the group. Self-appointed 'mind guards' – Members protect the group and the leader from information problematic or contradictory to the group's cohesiveness, view, and/or decisions. This is a collection from many sources, across multiple disciplines through many years of actual facilitation, coaching facilitation, and under the mentorship applying the art of highly skilled facilitation. Contributors of this paper continue to perfect this craft and take immense pride in learning from some of the greatest. Janis, Irving L., Victims of Groupthink, (New York: Houghton Mifflin, 1972)