In the first part of this series, we observed that change-practitioners can use Infosys MicroChange™ methodology and the digital change management (DCM) platform by setting up for change and engaging stakeholders remotely. In part two, we understand how change managers can build capability and drive the adoption journey while ensuring that change is sustainable.

 

Capability Building

Typically, training is conducted face-to-face. In the virtual scenario, the training window tends to widen as users are not available for 8-hours at a stretch. The training strategy must evolve to become a blended1  learning model which is a mix of both synchronous and asynchronous2 styles of learning, i.e. self-paced and instructor-led training.

The Infosys DCM platform helps to deliver this model of learning.

  • Pre-Training activities: Creating engaging content for training, story-telling, setting agenda, specifying system requirements and logistics management goes a long way in remotely delivering training. 
  • During Training: It is easy to keep the audience engaged and deliver effective training in a face-to-face interaction. In a virtual set up, managers must go the extra mile to connect with the employees. 
  • Post-training: It is now vital to record the progress of the employees and provide guidance. The Infosys DCM platform enables employees in their post-training learning sessions. The figure below lists the features of the DCM tools that can be used post-training. Infosys has been using this platform across multiple clients, enabling and empowering their teams.

 

Adoption Journey

An important aspect of managing change is to ensure that the employees are accustomed to the change and adhere to the new ways of working. Managing this remotely will be crucial to the success of the project.

Digital governance needs to be set in motion to drive the visibility of the program’s performance. This can be achieved remotely with the help of the adoption dashboard and user readiness embedded in the Infosys DCM platform. It is also important to record the feedback of the users to design relevant adoption interventions.

 

Infosys has set up this framework for a leading confectionery, food, and beverage company, by implementing a complex SAP APO transformation in 35 countries.

 

Driving Sustainable Change

Reinforcement is critical to sustaining change. Typically, at the end of the program, the project is handed over to the operations or the business as usual (BAU) teams. Managing this transition remotely requires the right structure of governance structure to support the changes in the BAU state. 

Apart from this, it is also necessary to gather feedback from the ground, to understand the reality of adoption post-go-live.

The Kirk Patrick3  level -3 and level-4 evaluation should be conducted to showcase the true ROI and testimonials to the sponsors.

Infosys has used the above framework for a CPG client who was implementing a digital supply chain solution and has ensured the sustainability plans are set in place.

 

Hi-Touch Change with MicroChange™

As the organizations adjust to the new normal, the key to successfully managing the organizational change virtually is to look beyond the traditional approach and work towards a paradigm shift to MicroChange™ methodology empowered by digital tools. These 5 steps enable the change practitioners to focus on individuals and personalizing interventions to address their needs. The power of data can be harnessed through the DCM platform to help organizations accelerate their business and transform their talent during unforeseen changes.

New virtual ways of working have given the change leaders an opportunity to take a fresh look at change management and modify it, in order to stabilize and sustain the change in this dynamically evolving world.

References:

  1. Blended Learning: Combining Face-to-Face and Online … (n.d.). Retrieved May 24, 2020, from https://www.edutopia.org/blog/blended-online-learning-heather-wolpert-gawron
  2. Lawless, C. (2020, April 23). Synchronous vs Asynchronous Learning: Which is … – LearnUpon. Retrieved May 24, 2020, from https://www.learnupon.com/blog/synchronous-learning-asynchronous-learning/
  3. https://www.kirkpatrickpartners.com/Our-Philosophy/The-Kirkpatrick-Model

 

Harish Gudi

Harish Gudi

Partner and head of consulting offerings, India

Harish is a partner and head of consulting offerings for India. He has over 24 years of experience and has played several roles in Infosys: IT services, business development, head of services delivery for CPG, retail, and supply chain. He leads a consulting team with offerings that are focused on business analytics, innovation, digital, automation, and design thinking. These offerings are delivered across various geographies and industries globally. Harish is part of the core leadership team driving the Infosys live enterprise initiative.

Jayalakshmi Subramanian

Jayalakshmi Subramanian

Sr. Principal, Infosys Consulting

Jaya is a Senior Principal Consultant at Infosys Consulting T&O practice. She has experience of 20+ years across the Retail & CPG domain. She is a Prosci® certified change practitioner with strong domain knowledge and skills, covering functional areas including sales, branding and marketing, field force enablement, social media and trade promotions management. She has been a program manager and an OCM specialist for the last 10 years of her career. She is also lead Design Thinker and seasoned market research professional. Jaya has led large global multi-country change management programs for complex implementations such as SAP APO, Service Now and Mobility solutions. She is the lead for driving the Live Enterprise digital transformation change management initiatives for Infosys.

Diana M.S

Diana M.S

Principal Consultant,Infosys Consulting

Diana is a Principal Consultant at Infosys Consulting’s talent and organization practice with an experience of over 13 years across retail and CPG industries. she is a Prosci® certified change practitioner with strong process and domain knowledge. She has been working extensively on large scale transformation programs leading the organization change globally across diverse cultures and stakeholders. She has worked on organizational change management programs related to complex technical solution rollouts like SAP/IBP. Her core expertise lies in the areas of adoption, metrics-driven change management, designing and activating the change interventions, nudges and digital change management.

Srishti Sharma

Srishti Sharma

Consultant, Infosys Consulting

Srishti is a Consultant at Infosys Consulting’s talent and organization practice. She has more than 4 years of global experience specializing in large-scale end-to-end enterprise-wide transformation change initiatives across the CPG industry. Her relevant experience includes stakeholder management, communication strategy development, capability design and development, adoption, and change governance. She has worked on large complex business transformation like SAP APO and IBP by extensively designing and driving change interventions to improve the adoption and personalizing the change for stakeholders.

Sakshi Tyagi

Sakshi Tyagi

Consultant, Infosys Consulting

Sakshi Tyagi is a Consultant at the talent and organization practice at Infosys Consulting and has over 3 years of experience encompassing hands on industry experience in organizational change management, training management, knowledge management and digital transformation. She has worked with leading pharmaceutical, retail and CPG companies helping them with their global transformation programs through driving change interventions, training management and adoption strategies. She holds her PGDHRM from XLRI, Jamshedpur.

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