When organizations roll out Business Intelligence (BI) solutions, they are considerably more successful in getting end users to embrace the new solution when Change Management is part of the initiative.  Introducing BI often requires a change in business processes and user behaviors, frequently replacing tools or methods that have been in place for years.  While most users will agree the new approach will provide more value, change is hard, and without taking care to focus on user adoption activities, people may resist using it or not know how.

Why Change Management?

Change management facilitates communication from the outset of the initiative, getting users from resistance to acceptance and even excitement, which increases buy-in and greatly enhances successful adoption of the new functionality. It also does not end when the BI solution goes live; change management activities continue to help with adoption and user capability as it becomes fully integrated as “the new normal” for the business and as new features and BI assets are rolled out over time.

Change management is not, however, project management.  They are separate yet complimentary functions that utilize different skill sets.  Project Managers (PMs) lead the technical aspects of the project – managing timelines, resources, and ensuring the BI solution is deployed and functions as required.  Change management professionals focus on the people side, preparing users for the change and then ensuring the new solution is adopted and utilized. We always recommend incorporating education and incentives to form new habits and make them stick.

Unfortunately, change management is often overlooked, as these activities are often an afterthought when things are not going well and rarely are given any budget allocation in the project. We feel it is an integral part of the project and would be happy to share common obstacles to change and how to address them. Email us at info@peters.com to connect and learn more!