Page 16 - RC21 EDGE Summer Issue

Here’s how to get started:
1. People – Identify the change team and stakeholder groups
Get key stakeholders to the table
Establish a cross-functional Central Change Office with executive sponsorship, domain expertise and
the position power to make and execute necessary decisions. Initially, this team would include people from Human Resources, Facilities, Operations, IT and Project Management. Input may also be required from Legal and Risk Management SMEs. Establish an Agile governance process and cadence for how this group will work together.
Understand the “user story” for each constituency group
If your organization has multiple locations, remember to consult regional and local offices. Be sure to survey employees to understand the roles, activities, priorities—and pain points—that will help to define the user personas and requirements for the new working prototype. PwC has a useful Employee Mobility Model which may assist in this task, by aggregating job functions into four broad categories. See FIGURE 3 – Employee Mobility Model.
2. Culture – Plan for engagement and do not leave anyone behind
Organizational trust has been cited as one of the casualties of the flight to fully-remote work and the Harvard Business Review notes that even hybrid workplaces will face challenges with equity and inclusion. It is crucial to foster a culture of trust and psychological safety to ensure that the transformation
to hybrid working is successful. Build a robust communi- cation plan and connect with employees early and often through a variety of one- and two-way channels. Use them to check in on awareness, engagement, progress and satisfaction, as well as to identify internal champions and map any pockets of stakeholder resistance.
3. Process – Start by establishing a baseline
The Agile approach requires considerable upfront work. Take some time to understand the current state to identify where change may be required and assess the risks involved. Undertake an environmental scan of any external best practices, review relevant internal data and policies, and plot any process dependencies that may be impacted. Develop a vision, strategy
and guiding values for the transformation to hybrid working that reflect your organization’s mission. Use these inputs to build and prioritize a “backlog” of
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FIGURE 3 – Employee Mobility Model