Transcript Change Management DuPont Legal Perspective

Ch, Ch, Ch Changes
Managing Change in the
LDO Environment
ILTA Webinar
May 10, 2012
Lynn Simpson – DuPont
Julie Richer – AEP
Kim Townsan - UTC
Jim Michalowicz – Michalowicz Consulting LLC
What is Change Management?
“The process of building the capacity, capability,
and will of an organization to move from a
current state, through a transition state to a
future state, and then leading them through
that change…”
or
Managing the People Side of Change
Change Management:
When Something is not Working
DuPont Legal Perspective
Lynn Simpson, Knowledge Manager and Six
Sigma Master Black Belt
ILTA Webinar – May 10, 2012
The Vision of DuPont
MARKET-DRIVEN
SCIENCE
•Our vision is to be the world’s
most dynamic science company,
creating sustainable solutions essential to
a better, safer, healthier life for people everywhere.
4
© National Geographic image
Our Market-Driven Science
70,000 DuPont
employees in
more than 90 countries
are
working to find
solutions through
MARKET-DRIVEN
SCIENCE
5
DuPont Legal
• Lawyers report to the General Counsel through
VP’s and AGC’s
• Offices in approximately 15 countries
• Approximately 600 people in Legal
• Approximately 300 lawyers
• 12 practice areas
• Approximately 11 IT resources devoted to Legal
• Culture of choice
• Flat organization in terms of management layers
Legal Project Management Implementation
WHY the need for change?
• Budget overruns
• Top down pressure
• Increased focus on process, program and project management
throughout the Company
• DuPont Legal’s desire to be on the cutting edge of the legal industry
WHAT was going to change?
• People will be required to utilize project management principles,
techniques and tools to manage their work
• People will be required to more effectively manage their budgets and
will need to demonstrate the use of project management principles to
do so
• People will be required to update management on project activities in a
clear, concise way
• People will be required to develop effective teams and lead them in a
way that optimizes the use of time (no wasteful meetings, results not
activity)
Timeline of Activity
Change Curve
The goal of Organizational Change
Management is to move through the
change curve and build commitment
within the organization. Sponsors are
required to move through these stages, as
well as assist in leading the users through
the change.
Commitment
Acceptance
“I know the value the
project delivers and it is
a regular part of how I
do business”
Understanding
“I believe this project is integral to
sustaining our growth strategy in this
competitive environment”
Awareness
“The new System should allow me to improve the
way I make business decisions, such as...”
“It sounds as if the project is supposed to change
the way we manage our business and daily work”
What are the barriers to commitment?
Change Management Strategy
Awareness
Understanding
Acceptance
Commitment
• Top down messaging
• Multi-dimensional approach
• Consistent, positive messaging
• Develop a Communication Plan
• Target your audience
• Change Agents: people who facilitate change within their area
• Windmills: people who are doing the right things already and create
positive energy for the change
• Focus Groups (include positive and negative people; creative thinkers)
• Respond to the “What’s In It For Me” question
• Begin to coach people with specific needs
• Splash screens
• Bite-size educational sessions
• Pilots
• Proof of concept
• Surveys
Communication Plan Sample
Overview w/ Leadership
Message from Leadership
Kickoff Meeting
All Legal Employees
Notification of Registration
All Legal Employees
Lunch & Learn #1
All Legal Employees
Message - What does the stakeholder need Review of basic functionality, benefits,
Awareness of upcoming communications
to know? What are the key messages you review of issues resolved at corporate level. and kickoff meeting.
want to deliver?
Kickoff for Move to Microsoft. High level
overview of project and timeline.
Collaboration Imperative.
Notification of Registration Why is
registration required? Instructions on how
to register.
Preparing for migration to the new
environment.
Dependencies - What event must happen
before you can deliver the message?
Overview w/ Leadership Meeting
N/A
Kickoff Meeting
Kickoff
Secondary Audience - Who else needs to
N/A
know? Examples: Sending copy of
presentation after the fact vs. attending the
meeting, or sending the primary message to
ITSLT and CIOs before the actual release.
N/A
(NA Leader for M2M)
(NA Leader for M2M)
(NA Leader for M2M)
Deliverable - if any: form, report, etc.
E-Mail Message
Slides, Information on the EDGE
E-Mail Message
E-Mail Message & Slides
Medium - How will the info be delivered? Face to Face meeting with Optional
Examples: email, website, database, kick off Webmeeting
meeting, email announcement followed by
conference call, weekly conference calls.
E-Mail Message
Face to Face meeting with Optional
Webmeeting
E-Mail Message
E-Mail Message & Lunch & Learn Session
with Optional Webmeeting
Frequency - How often and when does this Once
communication need to be made?
Examples: weekly, monthly, as needed.
Once
Once for each group
Once
Monthly Lunch & Learn
Author - Who will create the content of the LCM Team
communication?
LCM Team
LCM Team
Project Team & Joanna
LCM Team
Reviewer/Approver - Who should review
and/or approve the communication?
Sponsor
Sponsor
Sponsor
LCM Team, relevent leadership, sponsor
Sponsor
Distributer - Who will deliver the
communication?
LCM Team
Martha
Hinton
LCM Team
Joanna
LCM Team
Timeframe
Early January 2012
Early January 2012
January 2012
Late January/Early February 2012
January 2012
Response - What response or feedback do
you expect?
Positive feedback
Questions/concerns via email & phone
Attendance at kickoff to ask questions and
get more information.
Questions via email & phone.
Each employee will follow instructions &
register.
Questions & Feedback
Resource Center
Resource Center
Resource Center
Resource Center
Stakeholders/Target Audience - Who is the Legal Leadership & ASLT
primary recipient of the message?
Examples: Process Manager, Program
Manager, Sponsor, Team members
N/A
Slides, Demo/Screenshots
Storage - Where will you store a copy of the Resource Center
communication for future reference?
All Legal Employees
Lessons Learned
• Patience is required. Real change does not happen overnight
and cannot be forced.
• Training sessions: One size does not fit all.
• Better to begin to work with windmills and let them sell the
change rather than try to bring everyone on board at once.
• Be careful when you ask people their opinion. You need to be
prepared to act on the information.
• Continue to repeat the same message over and over.
• Keep the messaging simple.
Change Management:
Existing System, Dramatic Change
Julie Richer
Legal Technology Program Manager
AEP
ILTA Webinar - May 10, 2012
• AEP ranks among the nation's largest generators of electricity,
owning nearly 38,000 megawatts of generating capacity in the
U.S. AEP also owns the nation's largest electricity transmission
system, a nearly 39,000-mile network that includes more 765
kilovolt extra-high voltage transmission lines than all other
U.S. transmission systems combined.
• Approximately 18,700 employees with an additional 1,000
contractors across 11 states
• 90 legal employees
• 45 Attorneys
What needed to Change
BAIL (Business Applications In Legal)
• 8 year old document management system
• 10 year old matter management system
• 10 year old internally built invoice routing system that
included reporting capabilities
• 8 year old subpoena tracking website
Why Change?
• All systems were running on old technology which needed to
be updated and we had no vendor support.
• High risk for server crashes- concerns of data recoverability
What is Most Important?
(Its not about the technology)
•
The first step, before any technology is reviewed, should be
a review of critical business processes. It is not as easy as
just upgrading or replacing current systems. If done
internally, this process can be inexpensive and will save a lot
of $ in the long run.
1. All levels of employees should be involved- you get the
real story by talking to & observing a significant sampling
of the department
2. Processes should be documented and reviewed by the
Subject Matter Experts (SME’s)
3. Processes should be questioned- Ask “why” a lot!
–
Processes are old. People may be following steps and they have
no idea why they are doing it. In big companies policies and
systems change but many times business process are left
stagnant.
Department Involvement
None of us have a crystal ball so participation is essential
People are going to tell you they are too busy to participate but if
each practice area does not provide input it will come back to
haunt the project.
Each practice area is independent and special but they are all
integrated into one legal department.
All levels need to be actively involved in:
– Process discussions & changes, design reviews
– Testing
– Training
Lessons Learned
1.
2.
3.
4.
5.
6.
7.
Not everyone will be happy- no matter what
Even if the new tools are easier to use. Some people hate
change so they will hate the tools. 
Focus on the positive and be patient
Train, train, train
Provide quick guides
Walk the halls and check in on people- many times they
have questions but don’t have time to ask.
Include objectives in employee job performance reviews
about using the systems. Run scans for document creation
and matter creation to see who is using and who is not.
CHANGE MANAGEMENT:
Introducing a Brand New Program/Application
Kimberly Townsan
Senior Manager, Legal Administration
ILTA Webinar - May 10, 2012
Elevators, escalators,
moving walkways and
other horizontal
transportation systems
272 Attorneys
Countries / 75 Offices
Supporting operations in 180+
countries
Helicopters
Aircraft and space systems and
engineered industrial products
Gas turbine aircraft and industrial engines, and
space propulsion
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CHALLENGES OF CHANGE
•
Systems
•
Processes
•
Behavior
•
Relationships
UTC OUTSIDE COUNSEL MANAGEMENT
•
•
•
•
•
Consolidation
Concentration of spend
Alternative fee arrangements
Collaboration via technology
Early case assessment / strategy /
budgeting
• Significant matter management
• Unbundling
COUNSEL MANAGEMENT PROGRAM
How we started
COUNSEL MANAGEMENT
Preferred Firms Performance
Customer Input
Preferred Firms - Value Add
Services
9 Step Procurement
Worldwide Law
Firm Management
Compliance Monitoring
Policy / Process Education
Supplier Database
Exception Requests
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ALL WE ARE SAYING
Is effective collaboration is the key
Step 1
Response to
Request
“Virtual” team
nominations
Step 2
Team Call
Review process,
data, service needs
Step 3
Data Exchange
Team – candidates
Administrator – RFP
Step 4
Team Call
Finalize candidates,
Statement of work
Step 5
RFP Issuance
Administrator
sends/receives
Step 6
Data Exchange
RFPs and analysis
to team
Step 7
Team Call
Selection of finalists
Step 8
Interviews
Scheduled centrally
Held locally
Step 9
Team Call
Participant
recommendations,
sign off
GET THE RIGHT PLAYERS ON THE FIELD
Managers and coaches may need
to stay on the bench
The folks who hit and catch
should weigh in on the bats and
gloves
ALL FOR ONE – AGREE ON THE GOAL
DATA WILL SET YOU FREE
MANAGE, MAINTAIN AND MONITOR
Communicate program and changes
All new UTC attorneys
receive communication
regarding Counsel
Management program.
MANAGE, MAINTAIN AND MONITOR
Compliance
450
Not Approved
No new matters
Recommended
Preferred
400
350
300
250
200
150
100
50
0
UTC
CAR CORP F&S
HSC
OTS
PWA
PWR
RES
SAC
LESSONS LEARNED
• One size does not fit all
• Engage those who engage
• Senior management involvement
• Keep everyone’s eye on the ball – TARGETS!