The disparity between expecting change and managing it – the “change gap” – is growing at an unprecedented pace. This has put many information management shops into traction as they initiate large, complex projects needed to stay competitive. Information management professionals and business leaders must concern themselves with the organization’s acceptance of these efforts. To be successful in achieving the larger enterprise goals, these initiatives must transform the organization. However, it takes more than wishful thinking to bridge the gap. The complexities of engaging behavioral and enterprise transformation are too often underestimated at great peril, because the “soft stuff” is truly hard. In this webinar, William McKnight will outline: • The change readiness activities that focus on identifying and addressing people risks • The tasks that will mobilize and align leaders to create outstanding business value • The strategies to manage stakeholders, ensure change readiness, and address the organizational implications • The methodologies to train the workforce as required to fully embrace and utilize the system

1. Slide 1
Unlock Potential
William McKnight
President
McKnight Consulting Group
www.mcknightcg.com
@williammcknight
Organizational Change Management in
Becoming an Analytic Organization
@williammcknight

2. Introduction
[CONFIDENTIAL] © Matillion. All rights reserved (2020)
Shawn Johnson
Solution Architect
shawn.johnson@matillion.com

3. Scale
Built to take advantage of the power
and features of Amazon Redshift,
Snowflake, and Google BigQuery.
Matillion ETL for:
Amazon Redshift
Snowflake
Google BigQuery
About Matillion
Matillion is data transformation for the cloud
Cloud-native, cloud-deployed
Dual HQs in Manchester, UK and Denver; offices in New York and Seattle
Savings
Pay as you go with no long-term
commitments
Simplicity
Intuitive UI and approach to
data transformation makes
complex tasks simple.
Speed
Fast time to value, from launch
to develop to production.
[CONFIDENTIAL] © Matillion. All rights reserved (2020) www.matillion.com/demo

4. Modern Data Analytics Ecosystem
[CONFIDENTIAL] © Matillion. All rights reserved (2020)

5. [CONFIDENTIAL] © Matillion. All rights reserved (2020)
Change Management Best Practice
AUTOMATION
GIT
Matillion API
SCM
Documentation
Maintaining
libraries for all our
CDW processing
patterns
Monitor / Analyze
Create operational
reports to support
Data Driven
process decisions
Invest
The strongest
organizations
embrace change and
build it into daily
operations

6. [CONFIDENTIAL] © Matillion. All rights reserved (2020)
Thank you!

7. Slide 1
Unlock Potential
William McKnight
President
McKnight Consulting Group
www.mcknightcg.com
@williammcknight
Organizational Change Management in
Becoming an Analytic Organization
@williammcknight

8. Slide 2
“The Dawn of Man”
Does the Impact of Transformational
Change Always Have to Be Like This?

9. Slide 3
Analytics
Know that analytics are crucial to business success
Predict what is going to happen (without intervention) and
intervene
Don’t just report on what did happen
Get business representation in determining the analytic
calculations and predictive models
Determine the analytic data that will be useful to business
strategy
Involving analytics in every initiative and business
decision

10. Slide 4
Organizational Options
COE
Decentralized
Centralized
Functional
Consultants

11. Slide 5
Successful Analytic Organization
Transformation Efforts…
Require much more than “the right
analytics” and “good planning” and
“good technology”
Present great opportunities, but also
poses significant implementation risks
Encounter many risks that are “people”
related, which must be managed for
successful implementation

12. Slide 6
Some “People” Risks That Can Slow
Down/Hinder Analytics
 Leaders not aligned
with transformation
case for change
 Departments may feel
they have little or no
input in change process
 Employees concerned
about how new
processes will impact
their current jobs
 Corporate culture
resistant to change,
tries to maintain way
things have always
been done
 Interruptions in day-to-
day operations
 Simultaneous rollout of
other projects
 Staff not adequately
prepared to execute
new processes and
technology
 New job roles that
require more complex
organizational
coordination
Change readiness and organization impact assessments can provide
OCM leaders with additional insights into “people” risks associated
with the implementation

13. Slide 7
Click to edit Master title style
Unlock Potential
Key Areas of Change by Information
Management Discipline

14. Slide 8
Data Warehouse/Data Lake/Business
Intelligence
• USE the Data Warehouse, not old ways to get data
• Accept the data in the DW, not question its quality or
completeness
• Think of other uses for the data in the DW
• Contribute derivations, calculations, summarizations for
the DW, not just take data off the DW for Excel

15. Slide 9
Master Data Management
Get their master data from MDM
Contribute their master data to MDM
Buy into the new business processes to
generate/update master data
Contribute their processes
Effectively use the new business processes to
generate/update master data

16. Slide 10
Big Data
Extend their business analysis to include big
data
Trust the big data collection process
Is as good-as-it-gets
Think “big”

17. Slide 11
Response to Change
Denial – The change won’t happen
It won’t affect me
It will be short-lived
Anger
Depression
How can I stop it? (Bargaining)
I’ll try
This isn’t bad
I’m spreading the word!

18. Slide 12
People and Change
Source: reply-mc.com

19. Slide 13
Click to edit Master title style
Unlock Potential
Analytic Organizational OCM Strategy

20. Slide 14
Organization Change Management
(OCM) for Analytics Focus Areas
OCM focuses on
mitigating “people”
risks and enabling
realization of
business benefits
Engage &
Communicate
Stakeholder
Management
Address
Organizational
Implications
Change
Readiness
Train the
Workforce

21. Slide 15
OCM: Embedded or Stand-Alone
Embedded in a project to support that project
Stand-Alone
In support of multiple projects
In development or production
Part of Data Governance or other organization
Recommend to orient it to projects, have short-term
wins

22. Slide 16
How much OCM to do?
Widespread Org
Implications
Stakeholders
Numerous and
Potential for
Unsupportive
Jobs
Changing
Org Used
to Change
Process
Change
Stakeholder
Management
Change
Readiness
Engage &
Communicate
Address
Organizational
Implications
Train the
Workforce

23. Slide 17
Click to edit Master title style
Unlock Potential
Analytic Organizational OCM Work
Products

24. Slide 18
Work Products Suggested Placement
• Change Readiness
Assessment
• Update Com Plan
• Phase Program Team
Communications
• Organization Impact
Communications
• Organization Impact
Assessment
• Stakeholder
Management Plan
• Update Com Plan
• Phase Program Team
Communications
• Deployment
Communications
• Reevaluate and
Update Stakeholder
Management Plan
• Training Needs
Assessment
• Training Strategy
• Training Logistics
Plan
• Current State
Impacted Job Roles
• Training Curriculum &
Development Plan
• Training Materials
Development
• Future State Job
Roles Definition
• Job Role Mapping
• Deliver Training
• Track Participants
Training Attendance
• Evaluate Training
Effectiveness
• Execute Job Role
Transition Plan
• Communication
Strategy & Plan
• Program Start-up
Communications
• Doc Portal
• Update Comm Plan
• Phase Program Team
Communications
• Training
Communications
• Deployment
Readiness
Assessment
• Reevaluate and
Update Stakeholder
Management Plan
• Train Trainers
• Register Training
Participants
• Job Role Transition
Plan
Design Build DeploymentPre-production
Stakeholder
Management
Change
Readiness
Engage &
Communicate
Address
Organizational
Implications
Train the
Workforce
• Stakeholder Analysis

25. Slide 19
• Stakeholder
Management Plan
• Deployment
Communications
• Future State Job
Roles Definition
• Deployment
Readiness
Assessment
Design Build DeploymentPre-production
Stakeholder
Management
Change
Readiness
Engage &
Communicate
Address
Organizational
Implications
Train the
Workforce
Example: OCM Work Products Identified for an
Analytics Project
• Training Curriculum &
Development Plan
• Training Materials
Development
• Deliver Training
• Track Participants
Training Attendance
• Evaluate Training
Effectiveness
• Stakeholder Analysis

26. Slide 20
Stakeholder Management Process
Activities Focus On …
Assessing
Stakeholders
Influencing
Stakeholders
Identifying
Stakeholders
Identified
Stakeholders
Identified Stakeholder
Issues & Concerns
Stakeholder
Management
Plans
New
Stakeholders
On-going
Stakeholder
Meetings
Technology
& Process Change
Impacts
Stakeholder management is not a one-time event, stakeholder
information will be reassessed and updated at each phase of the project

27. Slide 21
Stakeholder Dimensions
Communications Preference
Key Issues
Current Status (RYG)
Desired Status (YG)
Desired Project Role
Actions Desired
Messages to Communicate
Action Plan
Stakeholder Owner

28. Slide 22
Stakeholder Engagement: Dept Head
Briefing
22
Description:
The team will prepare each Dept Head for
the launch in the Dept. The Dept kick off
presentation with detailed content will be
send to Dept heads beforehand and will
be briefly reviewed. The activities within
the release will be discussed. The Dept
Head needs to understand …
Objective:
 Prepare Dept heads for their role
Content/Topics:
 Approval process
 Activities within release
 Joint release planning for the Dept
 Presentation for Dept kick off meeting
 Questions from regional Kick-Off
 Value Measure operationalization in
Manager’s target agreement
Scheduling/Frequency:
 Once in the beginning of each release
 Duration: 1-2 hour

29. Slide 23
Sample Communication Plan
Communication
Type
What/How
Purpose
Why
Sender
From
Whom
Receiver
To Whom
Sources of
Information
From Where
Key Messages Frequency Phase
Media Type – Dialogue Media
Scheduled
Meetings
For information
gathering,
information
sharing, and to
obtain feedback
Project
Team,
Business
Advisors,
Committees
, Project
Staff
Affected project
staff
Results of
Project Tasks,
Reports,
Feedback,
Evaluation
Awareness
Understanding
Implementation
As needed All
Face-to-Face
Events &
Meetings
For information
gathering,
information
sharing, and to
obtain feedback
Project
Team,
Business
Advisors,
Project
Staff
Affected Project
Staff &
Stakeholders
Results of
Project Tasks,
Reports,
Feedback,
Evaluation
Awareness
Understanding
Implementation
At last
once per
phase
All
Demonstrations/
Presentations
To show the
product
Project
Team,
Business
Advisors
HWS Operational
Staff and Other
Stakeholders
Results of
Project Tasks,
Reports,
Feedback,
Evaluation
Awareness
Understanding
Implementation
As needed All
All Hands
Meetings
To introduce new
members, give
status update
Project
Sponsors,
Project
Team, and
Business
Advisors
Project Team and
Resource Team
Project Office,
Project
Managers
Awareness
Understanding
Implementation
As needed All

30. Slide 24
• Training Needs
Assessment
• Training Strategy
• Training Logistics Plan
• Training Curriculum &
Development Plan
• Register & Tk
Participants Training
Attendance
• Evaluate Training
Effectiveness
• Training Development
• Deliver Training
OCM Work Products Execution Roles
Change
Management
Sponsor
Communications
(Manager)
• Communications Strategy
• Communications Plan
• Start-up Communications
• Web Page
• Phase Program Team
Communications
• Organization Impact
Communications
• Training Communications
• Deployment
Communications
Organization
Alignment
(Manager)
• Current State
Impacted Job Roles
• Future State Job
Roles Definition
•Job Role Mapping
• Job Role
Transition Plan
• Execute Job Role
Transition Plan
• OCM Strategy
• OCM Plan
• OCM Leadership Interviews
• OCM Leadership Strategy
• Operational Vision
• OCM Leadership Action Plans
• Mobilize, Support & Coach Change Champion Network
• Coordinate overall execution of OCM program & template
development
Training
(Manager)
Change
Management
Lead

31. Slide 25
Conclusions
OCM is essential to organizational analytics
transformation
Choose the applicable work products
Don’t push off OCM until the very end
Insert work products into plans
Focus on stakeholder analysis, job roles, training,
deployment preparation and communications planning
Make the “soft” a real, tangible part of an action-oriented
framework

32. Slide 26
Organizational Change Management in
Becoming an Analytic Organization
Presented by:
William McKnight
President
McKnight Consulting Group
(214) 514-1444
wmcknight@mcknightcg.com
www.mcknightcg.com