To guide CPQ adoption across an organization, aMind’s consultants create an agile change management plan that evolves throughout the life of your CPQ project. The plan provides the guardrails by which all change management activities will be governed. It takes into account such factors as culture, perspectives, amount of change anticipated, and resources available.
At the center is a change vision that supports the overall direction of the company and why change is necessary. The vision emphasizes the importance of the change, invokes a sense of urgency, and aligns with the overall direction of the company. Employees have to fully understand that the old way of managing product configuration, pricing and quotes is no longer good enough. It’s time for a change, and that is a very good thing.
Five planning activities surround this vision: a change network, communication, training, motivation and support plans.
The first step after crafting the vision, is to recruit a change network of champions. Your network of change champions should be comprised of stakeholders, leaders and individual contributors, sponsors and change agents. Frontline managers are especially essential to driving adoption.
To keep people engaged, the communications plan should be diverse and multi-dimensional. This piece of the plan will be the most iterative and could be comprised of the following:
I am often asked what is best practice when putting together training. To that question, I have two pieces of advice: (1) Provide just-in-time guidance built right into the tool if possible; and (2) If in-class training is necessary, keep it down to four hours at a time and focused on hands-on practice using real-life scenarios.
With that in mind, there are many forms in which training can be executed, and multiple formats should be leveraged to support the multiple learning styles of your audience. At aMind, we do not create training materials but partner with your resources or can recommend specialists in this area. The following are recommended forms of training.
|Intro Videos||Can be used with communications. Short <5 minute videos that showcase 1-2 key wins.|
|Self-Paced Tutorial (role-based)||Introductory tutorial that helps the users get acquainted with the new system, based on their role, while providing an understanding of the big picture. Could make a prerequisite prior to attending a classroom session.|
|Hands-on||Transformational programs centered around systems and process typically require some in-depth training. Ensure this training is timely, focused on real scenarios and optimizes the time spent away from the individual’s daily routine.
Do not require everyone attend all at once. Training should occur just prior to launching the change. So if there is a rolling launch, there should also be a corresponding rolling training schedule.
|Frequently Asked Questions||Limit to the most commonly asked questions, updated for each phase of the project. Those questions asked during the build phase will become obsolete. Post-launch, Q&A should focus on functionality and resources.|
|Cheat Sheets (minimal)||Caution against creating an entire catalog of process documentation that needs to be maintained constantly. Keep “cheat sheets” and “one-pagers” to a minimum and make them accessible when and where they are needed.|
|Just-in-Time Resources||Recommend utilizing a tool that provides access to multiple forms of resources when and where they are needed so the user doesn’t have to search for it.|
|Gamification||Engaging form of training that incorporates a reward|
The biggest question you will hear over and over, in many forms…
“What’s my motivation?” or, the ever-present WIIFM?
Motivation, too, can be executed in many forms. Employ any combination of the tactics below, minding how they interact with the voices and the culture.
Of course, celebrate a launch or other major milestones. However, we encourage celebrating small successes throughout the build phase and during the adoption phase.
Measure for Success
Post-launch, key activities must be measured to ensure users are pivoting to adoption. Those should be distributed to managers, sponsors, and other key stakeholders to enable them to celebrate where successes are seen and reinforce where adoption is lacking. Set a regular cadence so these key participants can create rigor around their own activities in response.
Leaders should not only talk about the change. They must demonstrate that they are incorporating the change as well. We call this sponsor activism because these leaders must actively and frequently demonstrate their support. A great way for this to occur is following receipt of metrics.
Last, but not least…
Recognition & Reward
Rewards do not have been be monetary. Focus on the intrinsic as much as possible. Recognize and reward attempts to change behavior.
Employ these tactics for areas with demonstrated minimal participation. Including participation in a performance plan ensures the users and the managers stay engaged in the change. Clarity around when and why consequences will be implemented is critical to avoiding negative perceptions.
Without a solid support system in place immediately available at launch, adoption is shaky, and bad perceptions are magnified. Our recommendation is three-pronged.
In-person Peer Network
Some of your strongest local champions can become part of a support network, available to help their peers, to answer questions and to draw attention to resources available to them.
There are typically two types of open forums. Both work fine.
Typically, a centralized group of individuals who support multiple systems within a company. Work hours should be covered for all regions.
aMind’s team of change management experts will guide you in planning a smooth CPQ transition. One that supports your vision and leads to adoption across the organization.
Experienced talent in the enterprise software industry is a scarce commodity. Good people have their choice of companies to work for. A trend that will continue as businesses look to improve margins through wise technology investments. A recent Statista report on the CRM market attributes the adoption of artificial intelligence in customer relationship management as the driver of 299,000 more jobs in CRM by 2021. Also fueling the growth in CPQ software sales is the replacement of legacy on-premise CPQ apps and outdated ERP quoting and ordering apps with cloud-based CPQ solutions.
So with the option to work for many great companies, why join aMind? We asked our CPQ implementation experts this question. Below are their four reasons to work for aMind. You can read more of their stories here.
The purpose of the Inception and Design Workshop is to identify business objectives, define success factors, pain points and risks in a CPQ implementation. This is accomplished primarily through use cases created by participants during the workshop.
The Inception & Design Workshop best practices outlined below have been identified by aMind’s consultants during the course of more than 80 CPQ implementations. Keep reading to see what you should expect when you engage with our implementation experts.
There are three distinct groups of individuals who play key roles in the success of a transformational change.
All participants are change agents, which is essentially any individual who participates in driving a change within an organization.