ORGANIZATIONAL CHANGE PLAN (SPIN)
SEARS PRODUCT INFORMATION NETWORK (SPIN)
ORGANIZATIONAL CHANGE PLAN/ CHANGE STRATEGY
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OBSERVATIONS AND RECOMMENDATIONS
Created by
BONNIE ALICEA PhD, abd
CHANGE MANAGEMENT ANALYST
For internal use only. Nothing contained herein shall be disclosed outside Sears Holding Corporations without proper authorization.
EXECUTIVE OVERVIEW AND BACKGROUND
This project will be unifying the TCN and WEBCON functionality in the new Marketplace Seller Portal Platforms into a single portal to manage all OBU item/content needs for Sears Holding Corporation. The current systems are ineffective and time consuming and the business units have indicated that the current use needs to be simplified, reduce cost, improve efficiencies, and increase speed to market. The new SPIN system will move the business away from the difficult processes of the past and into a new, user friendly, model of the future that allows merchant growth, gives Search Holdings a competitive edge, and takes the company into the future generations.
CURRENT STATE
Placeholder (See Current State Snapshot Document)
FUTURE STATE
Placeholder
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ORGANIZATIONAL CHANGE MANAGEMENT
WHAT IS ORGANIZATIONAL CHANGE MANAGEMENT?
Organizational Change Management is a process to help people go through the natural change process needed to transition from the current to future state. It is not a silver bullet that will eliminate negative impacts caused by change. As people go through the transition process there will be disruptions and lost productivity. The purpose of the organizational change management plan is to minimize the length and intensity of the disruption.
According to William Bridges, author of Managing Transitions: Managing the most of Change, people usually go through change in three phases.
1. Transition: Change starts with letting go of the old way of doing things which often involves feeling of loss that needs to be openly acknowledged. We need to help people understand what is going away and what isn’t.
2. The neutral zone. This is often a time of mixed signals and confused priorities. Systems are changing and can be unreliable. It can also be time of creativity and innovation. It will be important to look for ways to minimize confusion and encourage creativity.
3. New beginnings. At this point, people are ready for:
a. Purpose: Reason for the changes.
b. Picture: What the new beginning will look like.
c. Plan: Steps, schedule, training, and support.
The impact side of the change
In the current understanding, there will be many facets of Change Management with this project. Below outlines the key areas to be impacted.
1. FLS Buyers
2. Online Buyers w/ in FLS Org
3. OBU Merchant Support (IMA team), Merchants, Content Enrichment Team, Item Build/ Merch Support, and Vendor Direct and Marketplace Ops Support
4. Manufacturers/ Supplier Vendors
5. OBU Business Ops
6. Drop Ship Vendors
7. Marketplace sellers
8. Content Providers (ARS, Schawk, RR Donnelly)
The political side to the change is that the above areas will all be affected in different capacities with the greatest challenges lying in the training and communications of the differences to all the different users.
Change Tactics
There will be three approaches to the Change Management Initiatives:
1. Combining Change Management and Training to position and coordinate all areas for a smoother transition and to reduce fear, apprehension, concern and adaptation to change.
2. Implementing a Communication Strategy that works with the above initiative in three areas.
a. Stakeholders
b. Users (minus vendors)
c. Vendors
3. Determining the After Launch Plan for:
a. FAQ’s
b. Tips
c. Feedback
CHANGE MANAGEMENT PHILOSOPHY
People tend to resist change, regardless of the nature and reason for the change. Resistance might be linked to personal factors, fear of the unknown, organizational issues, perceived loss of job security, and lack of communication and training.
The Change Management Analyst (CM) will provide support throughout implementation of this work effort. The CM will engage supervisors/ managers/ support/ SME’s so they can embrace the change more readily. The intent is to obtain early involvement of those who have a stake in the success of the process and to foster continuing participation rather than to address resistance later.
This work effort’s leadership understands the need for Change Management, and is willing to devote the necessary fiscal and human resources to do it.
Initial analysis will be completed to assure that the proper resources will be utilized and the Change Management will be carried out effectively.
DEFINING THE CHANGE
(See the “What is Changing” document)
TIMELINE
The timeline for this initiative is relatively short, with first launch mid-July, pending any further changes to the scope of the project. From a Change Management perspective, the timeframes needs to be taken into consideration for the training aspects and launch timelines. (See Rolling Communications Plan/ Launch Document)
HOW WE WILL ENGAGE THE SUBJECT MATTER EXPERTS (SME’s)
Throughout the project we will be meeting with appropriate Subject Matter Experts (SME’s) for content questions. We will have a communication plan in place for this group and we will contact you by email or meeting notices. Due to the short timelines, we would appreciate immediate responses to questions. We will also supply you with recommendations to help drive the change in your areas closer to the launch date. Your input will greatly be appreciated and if a situation arises that can hinder the change in your department, contact us immediately.
APPENDICES/ RESOURCES
COMMUNICATIONS
Communication Strategy / Rolling Communication Plan/LaunchesCommunication Strategy 041710.docx / Rolling Communication Plan 041710.docx
TRAINING & COMMUNICATIONS
SME List / Training PlanSME.xlsx / In progress
CHANGE MANAGEMENT
What is Changing / Current State Snapshot Documentwhat is changing.xlsx
Audience Analysis / Impact Analysis / Communication Vehicle Analysis
Audience Analysis.docx / Impact Analysis.docx / Communication Vehicle Analysis.docx
AFTER LAUNCH
In Progress7 | Page