To teach a mindshift change like AI adoption, I’ve tried to: Workshop: get them to do it. “Let’s try something. Can you share your screen?” Live-code: show them how. “I’ll share screens and tyep this.” Demo: show what’s possible. “Here’s what I built.” Talk: explain it. “Here’s something we can build.” Interview: ask them about it. “What do you think?” Listen: let them yap. The most effective are on top. ...
Surely we don’t have many activities to centralise? We already have a central hub for processing operations! We heard that from a fair section of our client organisation. They initially had operations spread across their branches. Some years ago, they had established a central hub and many regional hubs. Yet, Only a few prominent operations were centralised. Others were just regionalised. Regionalisation was inconsistent. Some branches still did these at their own premises. Branches still did the bulk of the work. We made a list of activities, surveyed all their branches and hubs, and got a good sense of which activities were happening at branches vs regionally vs centrally. ...
Change management can be analytic, as opposed to touchy-feely. Our client’s operating margin was falling. The bosses wanted to offshore their back office. Others weren’t convinced. To manage this change, we needed three questions answered: Who’s not convinced? Why aren’t they convinced? What’ll convince them? Who’s not convinced? We plotted the level of support and importance of key people on the stakeholder support matrix. This split people into 4 groups (below). Then we showed it around to people and had them move people around on the matrix. ...
After B2C and B2B, is it now going to be B2E?