Whitepaper
niey
WhirlpoolFinalProject.pptx
Whirlpool can follow an 8-step process to ensure change management is achieved as smoothly as possible
Page 1
Define impact, outcome, and reason
Map the footprint
Identify & assess stakeholders
Estimate impact and work per area
Establish change plan
Plan stakeholder journeys
Build an engagement plan
Execute, monitor, adapt, improvise
Set expectations and success criteria which should defend the validity of the project
START
Perform an analysis of both the internal and external environments
Understand who is involved in the project and how they should be treated
Break the project’s impact down into categories based on the stakeholders
Use the ADKAR model to develop a plan for change
Map out how all the different stakeholders will be involved or affected
Use a framework to establish a plan that will ensure future involvement past development
Continue to “live the journey” with stakeholders
Source: IU MSIS ITS Course
*Click on icon to see analysis
Introduction | Technology | Process | People | POC | Timeline | Financials | Risks | Conclusion
1
Change Management Framework – 1. Define impact, outcome, and reason
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Run: Operations will flow more smoothly with a simplified UX
Grow: AI/ML and other digital capabilities will be enabled
Transform: Unified systems will improve the culture around IT
Competitive advantage of creating products quickly (enabled by real time access to data) will be sustained. Important processes like production control will be improved, and mistakes will be minimized.
This project should inspire management because you’re going to see less costly mistakes, enhanced revenue-creating abilities. It should inspire staff because their jobs are going to be made easier. It should inspire everyone because it will enable digital capabilities like IoT and AI
Impact
Outcome
Reason
Main Deck
Appendix
Change Management Framework – 2. Map the footprint (internal)
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Threats
Intense competition
Dropping margins
Mature markets in US and Asia
Weaknesses
Lacking in differentiation
High revenue but low margin
More of a market follower rather than an innovator
Strengths
Excellent product portfolio
A top major appliances manufacturer
Worldwide presence with 61 countries with manufacturing hubs
Strongly involved in charity work
Opportunities
Entering small appliances market
Specialize in E-commerce sales
Invest in R & D for more competitive products
https://www.marketing91.com/swot-analysis-of-whirlpool/
Main Deck
Appendix
Change Management Framework – 2. Map the footprint (external)
Page 4
Legal
Anti-trust laws in industry
Employment laws
Data protection laws
Health and safety laws
Discrimination laws
Environmental
Climate change
Natural disasters
Attitude towards “green” products
Attitude towards recycling and support of renewable energy
Technological
Recent technological developments by competitors
Technology’s impact on product offerings
Rate of technological diffusion
Political
Trade policies might be different between regions of operation
Pricing regulations
Anti-trust laws related to appliances
Political stability of countries of operations
Economical
Economic system of countries of operation
Economic growth rate
Inflation rate
Interest rates
Exchange rates & stability in currency of host countries
Social
Demographics and skill level of population
Class structure and power structure in the society
Culture of host countries (gender roles and social conventions)
http://fernfortuniversity.com/term-papers/pestel/nyse4/895-whirlpool-corporation.php
Main Deck
Appendix
4
| Stakeholder | Level of Power (1-5) | Engagement in Project (1-5) |
| Board of Directors | 5 | 3 |
| CEO | 5 | 3 |
| CIO/CFO | 4 | 4 |
| NAR ISC Directors | 3 | 5 |
| Middle Managers | 2 | 4 |
| Users | 1 | 3 |
Change Management Framework – 3. Identify and Assess Stakeholders
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Power
Interest
CIO/CFO
NAR ISC Directors
Board of Directors
CEO
Middle Managers
Users
Keep Satisfied
Manage Closely
Keep Informed
Main Deck
Appendix
Change Management Framework – 4. Estimate impact and work per area
| Stakeholder or Group | Description | Group’s criticality to success | How change affects the audience | Effort required of the group | Concerns/Issues (what do they need?) |
| Board of Directors | Highest level decision maker | Low | Financial performance | Low | To be informed at a high-level |
| CEO | Responsible for company’s overall success | High | Overall firm’s performance | Low | To be informed at a high-level |
| CIO | Responsible for success of IT and the project | Medium | IT’s performance and capabilities to adopt new technologies | Low | To be involved and be a “champion” of the project |
| CFO | Responsible for approving the project based on financial prospects | Low | Financial success of the project reflects on their performance | Low | To be kept updated specifically on the financial performance |
| NAR ISC Directors | Responsible for the project’s success | High | Budget will be freed up to spend on new initiatives | High | Support from CIO to prove that the project is important |
| Middle Managers | Dependent on the project to do their jobs efficiently | Medium | Mistakes will be minimized | High | Training so they’ll be able to understand the technology and train the users |
| Users | Dependent on the project to do their jobs efficiently | High | Processes will be simplified and work will be easier | Medium | To be shown the benefits of the project |
3
Introduction | Recommendation | Implementation | Financials | Risk Mitigation | Conclusion
Main Deck
Appendix
Change Management – 5. Establish Change Plan (ADKAR Model)
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Awareness
of the need for change
Desire
to support the change
Ability
to demonstrate skills & behaviors
Knowledge
of how to change
Ensure everyone involved or affected by the change understands its importance
Understanding the change’s importance should drive a desire to achieve it
Formal training should be used to set employees up for success
After employees know how to change, they need to be supported throughout it
Reinforcement
to make the change stick
Ongoing process to ensure the positive affects of the change aren’t lost
Current
Transition
Future
Prosci’s ADKAR Model
Directors through communication, middle managers through coaching
Directors through communication, middle managers through coaching
Project team through formal training and coaching
Project team through hands-on engagement all throughout project
Director at high-level, middle managers at a hands-on level
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Source: Expert Program Management
Step
Description
Leader & Actions
Introduction | Technology | Process | People | POC | Timeline | Financials | Risks | Conclusion
Change Management Framework – 6. Plan Stakeholder Journeys
Page 8
Main Deck
| Stakeholder or Group | Unware | Aware | Understand | Collaborate | Commit | Advocate |
| Board of Directors | ||||||
| CEO | ||||||
| CIO | ||||||
| CFO | ||||||
| NAR ISC Directors | ||||||
| Middle Managers | ||||||
| Users |
Current
Desired
Appendix
Change Management Framework – 7. Build an Engagement Plan
Page 9
Main Deck
| Communication/Action | Key Messages/Details | Audience(s) Targeted | Due Date | Medium (channel) | Develop | Review/Approve | Deliver | Status |
Responsibility
Appendix
Change Management Framework – 8. Execute, Monitor, Adapt, Improvise
Page 10
Main Deck
Keep stakeholders engaged to the level outlined in step 6
Assign employees to monitor and maintain the system
Have a plan to deal with events, but understand that some unforeseeable issues may arise and need to be dealt with accordingly
Action Items
Appendix
Change Management Success Factors and Plan
Page 11
Appendix
Awareness
Create change readiness by aligning and engaging leaders, defining impacts on key stakeholders, and clearly identifying change barriers
Acceptance
Change strategy by clearly articulating desired outcomes, developing a change roadmap, and designing a plan for effective communication
Adoption
Execute change by ensuring preparing employees, communicating effectively, and providing proper training
Advocacy
Integrate compliance initiatives into the organization by establishing and maintaining defined governance and tracking benefits and milestones
Suggested Tools
Interviews, Impact Assessments, Stakeholder Journeys
Suggested Tools
Vision Map, Stakeholder Analysis
Suggested Tools
Leadership Action Plans, Communication Plan
Suggested Tools
Metric Scorecard, Transition Plan
What does the production planning (production control) process look like?
Page 12
They will be providing us with a job description which will give us this info
Maybe we don’t need this slide, we can probably assume they know what the process is. We’ll have to make a decision on that. Probably build the slide then put it in the appendix and reference it during the presentation
Appendix
IAM Components that will drive business value for Whirlpool
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Automate access requests
User reviews
Enforce compliance requirements
Self-service user portal
Single-sign on
Enforce password complexity
Role based provisioning
Day-1 Provisioning
Automate de-provisioning
Define SOD policy
Detect violations
Enforce policy across multiple systems
Access Management
Password Management
Automated Provisioning
Segregation of Duties Management
Appendix
