Page 163 -
P. 163

142    CHAPTER 12 Road map





             2. DoingdExecuting the OCM plan to help people transition from the “old” state of work to the new.
             3. SustainingdImplementing the mechanisms and structures to ensure there is no reversion back to
                the old ways!
             The “Road Map” phase contains the Planning and Doing aspects of OCM. The rest of the OCM tasks
             occur in the Sustaining phase, which is covered in Chapter 13. Yes, the activity of doing OCM starts
             now. Even while preparing the steps for deploying the actual program, there needs to be formal
             planned activity to ensure sustainability.

               SUCCESS FACTOR
               Observation
                  Unfortunately, OCM is a discipline that is rarely effectively deployed in organizations, particularly around DG
               and information management. Executives tend to think of it as “squishy” or “soft”; far from it, as the hard dollar
               costs (seldom tracked, by the way) of poorly managed change in an organization are significant. If you want to
               realize any benefits from your DG implementation, you MUST have an OCM program to drive the required behavior
               changes. Otherwise, you are wasting your investment in DG now because it won’t stick, period. Think about itdis
               this really the first time your organization has tried DG? It’s a “pay me now or pay me later” scenario.




             OVERVIEW
             Activity: Integrate DG with Other Efforts

             Remember that you need to govern something, so this activity specifies the projects and programs DG
             will support and oversee. There may be a temptation to skip this step if a particular program has
             initiated DG, such as MDM. However, experience has shown that the devil is often in the details. For
             example, a large ERP effort may require many types of DG oversight. Reality sets in when the DG
             team sees that the process to embed DG in the new ERP-driven effort may require more resources than
             are available. The worst thing that can happen is to overwhelm a deadline-driven effort with activity
             that seems to be interfering. The most common areas to resist DG are always in the applications or




















             FIGURE 12-1
             Process Overview.
   158   159   160   161   162   163   164   165   166   167   168