In order to be carried out, the driving change a digitalization project involves following a rigorous methodology, which is schematically articulated in three main stages. These steps, usually preceded by a first phase of information to announce the launch of the project, explain its purpose and reassure the stakeholders concerned, must notably allow to anticipate the impacts in terms of organization, processes, trades, etc. With one ultimate goal: to encourage user buy-in and facilitate deployments.
Step 1 - Diagnosis and Impact Study
This first step, in two stages, focuses first on the analysis of the existing, the specification of the needs, the definition of objectives, the description of the expected results. "It's about taking stock of the operation in place, process by process, or even family of purchases by family of purchases," explains Bertrand Gabriel, director of development and strategic accounts at Acxias. "This inventory work should also help to identify the points of optimization, to define the target operation in relation to the new digital solution that will be deployed, but also to list the stakeholders involved internally (the project team, sponsors, users, etc.) and externally, including suppliers."
Secondly, an impact study should serve as a pivot, to make the link between the phases of analysis and the phases of actions. It also prepares the accompanying stage, identifying the changes induced in human resources (skills, positions, behaviors, management mode etc.) and organisation and processes. The result of this first step is a "change management plan," which sets out the roadmap for supporting change based on the deployment of the solution. This step should also help to identify key factors for success and a risk management plan that will evolve throughout the project.
Step 2: Communication and Training
In the transformation project, communication plays a central and structuring role, which specifies both the destination and the paths to achieve it. This step should allow us to answer the questions that arise or could arise, as well as to clarify the scope and objectives of the project, and above all to clarify concretely what will really change for the employees concerned. "It aims to avoid all misinterpretations, and to reduce differences of opinion, while strengthening cohesion and overall mobilization," explains Bertrand Gabriel, who stresses the importance of the choice of words and media: brochure, mail, internal letter, meeting, website, etc. The implementation of a communication plan will specify the content of the communications, the targets and the timetable.
Generally planned as a continuation of communication actions, the Training can be initiated at the same time, or even in association. Here, too, it is necessary to identify needs and structure media. As with information, the definition of the training plan, which synthesizes all actions, for different user populations and according to a precise timetable, is important, as is the choice of educational devices and of course content. In the context of digital transformation, since it is above all a question of adopting a new solution, the media made available by its Editor are the first basic material. The documentary features of specialized e-learning tools, which are at the forefront of which are the solutions of " Digital adoption (Digital adoption platform), provide additional assistance.
Step 3: Supporting Change
During the accompanying stage, the approach must distinguish between human resource management issues and other aspects. On the first part, it is a question of managing resistance. "Resistance to change is a natural phenomenon that manifests itself, to varying degrees and with more or less exacerbated opposition, among a large part of the stakeholders involved," explains Bertrand Gabriel. In order to "embark" passive actors and especially those who oppose the project, it will be necessary to reassure, listen, explain, etc. This support should also include managing changes in terms of skills, positions, roles, missions, etc., since the project usually leads to adaptations.
The support on other aspects should deal with the evolution towards the new processes, the organization, the adaptation of management, etc. and of course from training to the new digital solution. In most cases, the support of the teams for the handling and use of this solution is not the most complex to manage, especially if theErgonomics have been taken into account very early on and that training programmes are rigorously conducted. Here too, the use of DAP tools can, in addition to training, facilitate and accelerate the adoption of the purchasing solution deployed, through "step-by-step" support and contextual aids.
Full article from The Watch Digital Purchasing : "The conduct of change, the soul of digital transformation"