Siemens -

December, 2016
 2
We take a 360-degree view of Organizational Transformation

• Change Strategy
• Culture Analysis
• Mission, Vision, Values
• Culture Shaping
Change Program • Organizational Capability Analysis
HR Policy & Management
Practice
• Talent Management Alignment • Change Program Planning
• Performance Management • Change Program Management
• Recognition and Reward Culture Change • Status, Risk, Issue Reporting
Strategy and • Project Team Effectiveness
Vision
• Culture Analysis
• Culture Shaping • Leadership Alignment
Value
Realization • Leadership Development
• Job& Organization Design Communication • Leadership Model Design
Job and
• Career Path Models Organization Leadership & Stakeholder
• Skill/Competency Analysis Design Engagement
• Strategic Staffing Plans • Communication Strategy,
Training New Ways
of Working
Planning & Delivery
• Stakeholder Analysis
• Learning Needs Analysis • Stakeholder Management
• Training Strategy and Plan
• Curriculum Design& Development Tactical Readiness
• Training Delivery& Administration Planning • Readiness Network, Planning & Assessment
• Training Technologies (LMS, Social/Mobile) • Go/No Go Checklist
 OPTION 1
Organizational Change Management and Training Activities will be a closely integrated component of the program
May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

Blueprint
Solution & Tech Design Training
Develop & Unit Test & Migration Integration Testing UAT
Windchill Upgrade 10.2

To understand who has been impacted, where

Informs every OCM & Learning deliverable, including
they are located, how they can be Stakeholder Change Impact
the communications & training needs the level focus
communicated with, what are their roles, who Analysis Assessment
on the most impacted stakeholders Legend:
are the leaders
Using interviews, engage Leaders to understand: Leadership Engagement, Key activities needed to enlist support, opportunities to OCM &
Org. & L.ship Training OCM
a. Concerns b. Opportunities c. ‘Hot Buttons’ Individualized Alignment be utilized, concerns to be addressed, and the ‘hot Training
Risk Assmnt Activities Activities
(game changers, things that may swing things) Plans to Address Concerns buttons’ that may even impact our future roadmap Activities

Using input from Audience & Org. & Leadership Change & Develop ‘New ways of Working’
Risk Assessment, various change management Comms. documents (e.g. Stop, Start &
activities & change network approach. Strategy Continue Guides)
On-Going Communications, informing impacted users of, start building
Defines messaging, timing, method & media, awareness to personal understanding of the changes, as well as their
Comms Plan
who develops & who delivers strategic value of the changes for the organization as a whole
Establishing two-way communication channels, or regional
‘Change Networks’ made of influencers who act as two-way Change Network
On-Going Team-level Communications
conduits of information between the program and impacted Id. & Launch
business teams
To define a detailed plan for training design, Training
development, train the trainer & delivery processes. Strategy
The delivery mode. Who will be responsible for what. Design
Pulling from Audience Analysis, Process Design docs Training
coming out of the BluePrint & data from Change Needs
Impact Analysis, groups training needs are assessed Analysis
Role-based
Curriculum
curriculum –
Design
assuming 4-5 roles To run 3-5 weeks before Go
Content development effort includes development of Live, with the most critical
course outline, eLearning, Participant guide Content Development & Review Process users being trained last
PowerPoints, Simulations & Job Aids
Training material to be
used for UAT Content Pre - Go End-user
participants as a Pilot – a Pilot live TTT Training
win-win
 OPTION 2 4
Organizational Readiness: Support readiness activities across business units and PLM functions
Organizational Readiness
SWS BI Future State Enablement Approach

Develop Stakeholder Manage a What’s Establish Readiness Network

Map Development & Execute an Organizational Readiness Plan with PLM power users
Changing Log across BI power users

Develop Communication
Cascade targeted communication messages across the readiness network
Strategy and Plan

Organization
High Level Org
Change Risks & Communication Strategy
Change Impact
Enablers and Plan

Global Readiness Network

BI Power Users

Legend:
Infosys Client Joint
 5
New Ways of Working: Develop & Deploy Training for the new PLM system and processes OPTION 2

New Ways of Working

SWS BI Future State Enablement Approach

Conduct Training Need

Draft Training Plan Develop Training Content Rollout persona-based videos Rollout Job Aids
Analysis

Training Strategy & Plan Training Curriculum & Materials

• Define the User Journey Maps,
a role-based learning approach
and scope of how training will
be delivered to end users
• Perform Training Needs
Analysis and identify the
process and user roles
• List of training artifacts\videos that the
end user needs to take to in order to
acquire the needed skills
• Develop the actual videos that are based
on the User Journey Maps & training
curriculum

Legend:
Infosys Client Joint
Change Management Key Activities & Deliverables
Stakeholder Analysis &
Periodization
Capture stakeholder groups
& segmentation based on
their information needs.
Identify best method of
engaging the influencers.
The goal is to bring them on
board and over time,
increase their level of
engagement from
understanding to advocacy
and ultimately to ownership
of results.
Provides input to nearly all
OCM & Learning activities.
Org. and Leadership
Risk Assessment
Engage and review the
impacted organizations,
identify perceived risks and
challenges, the enablers and
the ‘hot buttons’ (game
changers) to success and
develop mitigation strategies
to address.
Utilize interviews, focus
groups and workshops to
capture this information.
OCM & Comms.
Strategy & Plan
Establish approach & plan
for change management &
agree support & resources
required.
The goal is to deliver the
right and relevant
information with consistent
messaging to the right
people, at the right time, in
the right manner, using the
most appropriate media.
Change Impact
Assessment
Identify and document the
users’ perspectives on
changes resulting from the
implementation and
business process changes.
Identify benefits/reasons.
Prioritize changes in terms
of their impact, and classify
based on the impacted
audiences.
This activity will feed
communications, training
curriculum and readiness
activities.
On-going Comms &
Stakeholder Mgmt.
Establish systematic,
ongoing, and interactive
exchanges of information.
Each business units or
regions may need different
forms of communication to
effectively receive messages.
communication materials
that can be customized and
localized by the change agent
network.
Training Key Activities & Deliverables
Learning Needs Assessment
Audience Analysis from the
OCM track will be used to
understand the existing
audience segments and the
functional areas that they
represent geographical
location and their preferred
learning methods.
Identifies specific learning
needs of all audiences as
input to curriculum
development
Training Strategy and Plan
Documents training scope,
objectives, approach, and
key deliverables. Outlines
key delivery modes by
content type. Specifies any
certifications or testing
required.
Includes logistics, timeline,
content development
methods and tools, and
approach to delivering
training.
Role-based Training Curriculum
Defines how content will be
grouped into courses .
Specifies what will be
developed – eLearning,
simulations, performance
support and reference
materials, the seat times
and course pre-requisites.
Training Courseware Train-the-Trainer Program
They will consist of: The Train-the-Trainer
• Participant Guides: program will identify the
Comprehensive slide decks Super-user Trainers (SUTs)
that provide program early on in the program.
overview, important They will be provided with
contextual information on various learning
processes that demo how, opportunities throughout the
when and why to perform program including
certain job-related SAP participation in INT & UAT, as
transactions. well as orientation on
• eLearning content material and training
Provide overview of on facilitation and adult
navigation and process learning.
overview at L2 level.
• Simulations & Job Aids
 8

Training Bundle & Assumptions

Components Purpose Coverage Assumptions

• OCM will be part of the PMO team.

To provide •Provide overview of navigation and process
• Siemens will assign an OCM lead (‘Two-in-a-box’) early in the project to work alongside the Infosys
eLearning navigation and overview at L2 level. lead. The Siemens OCM lead will be at the appropriate level of seniority and with influence that
process •Linear eLearning Tutorial (LET 1) courses enables him/her to navigate / influence the organization and gain access Siemens leadership as

OCM
(6 hours) required.
overview of •SCORM 1.2 courses hosted on LMS
• The Siemens OCM lead will assist Infosys counterpart in engaging key stakeholders and identifying
PLM processes. •Developed using Flash the Change Network members, who will act as a two-way communications channel with the end-
user community.
• The Siemens OCM lead will participate or will assign the appropriate resources to support the
Impart communications materials development and / or review as required.
Classroom
Training knowledge on •Deep dive at L3 and L4 level.
• Siemens will provide infrastructure and host the training material on their LMS.
Participant processes and •ILT material - PPT decks and facilitator notes.
• Siemens will provide the licenses for the training authoring tool that they would prefer (e.g.
Guides system •Training Instance for TTT sessions for demonstration Captivate or Articulate), to the Infosys training development team onsite and the team based in
functions in of processes by Trainer India development centers. This tool will be used to capture application simulations, e-learning
modules and the Quick reference guides.
(24 hours) classroom • The suggested seat time for the e-learning modules, number of simulations and quick reference
guides mentioned are based on our experience implementing similar projects and will be validated

TRAINING
during the training needs analysis phase, under the scope change process.
Simulations
• The Train-the-Trainer (TTT) program will be managed by the Infosys training team and delivered via
and Job Aids •Adobe Captivate-based Simulations
Step by Step a combination of; Infosys functional experts and Siemens Super-users Trainers (SUT).
(Quick •These will be at L3 and L4 level. • Review process of training deliverables will be planned at the beginning of the project. Siemens will
guidance on
Reference •No Audio in Simulations. review and approve all training material delivered at different stages of the development in line with
how to perform project timeline.
Guides) •Only single path of execution will be explained
each task • Siemens will provide all the logistics support such as classroom availability, projectors, etc. for the
•SCORM 1.2 Simulations hosted on LMS training sessions.
(150) • All training & Communication materials will be developed in US English only

September 13, 2019

 9
ILLUSTRATIVE
Roles, Responsibilities, Allocations & Commercials
Level Role Responsibilities W1 W2 W3 x x x

Day-to-day management of the work stream, Leadership & stakeholder

OCM &
Principal engagement and alignment, Organizational Change Management, Learning 100% 100% 100% 100% 100% 100%
Learning Lead
process, Readiness planning

Senior Learning strategy, curriculum and course design, Train the Trainer program and
Training Lead 100% 100% 100% 100% 100% 100%
Consultant Training logistics design and supervision

Offshore content Training content

Instructional design, course storyboarding, development, review and piloting 100% 100% 100% 100% 100% 100%
development team development

Fixed Fee (Travel not included*):

Propose 3 equal payment milestones:
• Milestone 1: Completion of project Kick-off, on week 2 of the engagement
• Milestone 2: Completion of High Level Functional Analysis, with Prioritization and Tractability information, on week 4 of the engagement
• Milestone 3: …

*Travel expenses will be charged as Actuals, but not to exceed 15% of the total professional fees (assumes weekly travel from base to Siemens location in Montreal, Canada)
 10

Appendix
Infosys Enterprise Change – Capability Overview
Expertise and Experience
• Change strategy and execution • Learning Technology & Infrastructure
• Communication and stakeholder engagement • Tactical readiness planning
• Job and organizational design • Learning and development
• Cultural change • OE/OD
• HR policy and practice alignment • Leadership development and coaching
Enablement: Approach and Tools
• Execution roadmaps for ERP, LMS, Shared Services/Outsourcing, M&A, Digital et al.
• Flexible, modular approach, enabling client customization
• Extensive library of tools, templates and examples, accelerating deployment
• Social/mobile and gamification capabilities for communication, learning, sustainment
• Learning content development factory for world class , low cost training development

Global Reach
• 350 global experts
• Major locations in NA, Europe, India
• >250 major transformation programs
• Delivery in NA, Europe, Middle East , APAC
• >100 Fortune 1000 Clients

11
 12

Enterprise Change’s Range of Services

Change Management Learning Learning Technologies Gamification

• Change Strategy & Vision
• Leadership Alignment
• Communication & Stakeholder Mgmt.
• Job & Org Design
• New Ways of Working
• HR Policy & Practice Alignment
• Culture Change
• Tactical Readiness Planning
• Value Realization
 Global content development process
designed to achieve quality and flexibility
with cost efficiency
 Experience in executing large scale, multi-
year, multi-location training programs
using varied content development tools
 Expertise in developing content in multiple
languages in partnership with professionals
• Learning technology Selection
• Learning & Talent Management Strategy,
Process Definition, Roadmap &
Configuration
• Learning Infrastructure Assessment
• Earning governance/COE/Operations
• Enterprise Content Rationalization
• Enterprise Learning Architecture
• Data Migration & data Cleansing
• Level 1: Basic Gamification Mechanics
Points, Badges, Leaderboards, Levels,
Progress aligned to business metrics
• Level 2: Intermediate Gamification
Scenarios
Metaphors, Marketplace, Challenges,
Social Publishing, Learning, Campaigns,
Treasure Hunt
• Level 3: Advanced Gamification Scenarios
Simulation based design, Virtual economy
(e.g. Farmville)

Team,
Individual,
Rewards Role play Strategy

Win, Loose Competition

Game
Characteristics
Fun Challenges

Ranking Rules
Emotions
Sample Deliverables

Stakeholder Analysis Organizational Impact Assessment People & Organizational Risk Analysis
Mitigation Mitigation
Risk Probability Impact Mitigation Steps
Timeframe Owner

Business refuses High High • Determine root cause Within one Program
to sign off on • Facilitate meeting with business week Sponsor
design • Escalate to steering committee for
decision

Loss of key team Low Medium • Draft/maintain project team Within two Process
member replacement plan weeks Leader
• Identify/secure backfill from business
or Infosys
Employees do Medium High • Provide weekly training attendance Within month Business Unit
not attend report to BU Leader
training • Build make-up classes into training
plan
1

HIGH
3

MEDIUM
2

LOW
LOW MEDIUM HIGH
IMPACT

Change Climate Assessment OCM Plan Communication Plan

OneNGL Communication Plan Legend: Change Events / Communiques / Deliverables Support / Development Work Complete

OneNGL Phases MONTHLY Project Schedule BI-WEEKLY Project Schedule

July August Sept Oct Nov Dec. 1-Jan 15-Jan 1-Feb 15-Feb 1-Mar 15-Mar 1-Apr 15-Apr May June
Execute (Build)
Develop Business Processes
Functional Specs X Data Conv X-Iface X-R/E/F
Data clean up
Conversion Master Data
Other Conversions
IT - Execute
UAT - Execute
Develop Training
Deliver Training
Go Live Support
OneNGL Steering Committee X X X X X X X X X
Qbyte / OneNGL Steering Comm. X X X X
Business Events all year -- around month end / start is "busy" time to close the systems / financial books Heating season / Contract Negotiation Period
Holidays X X X X?

Formation of Training:
Work Impacts, Feedback from Super User and Feedback from
Closure of IRN, ID approach, tools, Training Sigh-up Cut-over Outcomes of
Project Events / Benefits Tracking RA#1- support post Go- RA#2- Cut-Over / Dual
Design / Open Superusers, timeline / and logistics preliminary Readiness Go Live Support Go Live Supt Final Message?
Communication Topics / Validation Stakeholder Live and cutover Stakeholder Maint Details
Execute Security Roles Integration Test / (ILT, CBT, loc) Comm. Assessments
Sessions review process review
Defined VRM
Communication - Group
Project Steering Committee (<10)
Str Comm / Str Comm / Str Comm /
Activity Overview Prep Mat'ls Qbyte Str Comm Prep Mat'ls Prep Mat'ls Qbyte Str Comm Prep Mat'ls Prep Mat'ls Qbyte Str Comm Prep Mat'ls
- Prep Mat'ls - Prep Mat'ls - Prep Mat'ls
Media Pres. Pres. Pres. Pres. Pres. Pres. Pres. Pres. Pres.

Project Team (30+)

Milestone Milestone
Validation Readiness Milestone
Celebration and Prepare for Celebration and Prepare for
Activity Overview Execute Kickoff Session Assessment for Celebration / End
New Phase Milestone New Phase Milestone
Invitations??? Team? of Project
Kickoff Kickoff
Media Pres. Pres. Event Pres. Mtg Event

Readiness Network (10+)

Validation
Security / Roles Hold RA #1, Key Stakeholder
Welcome to IRN Session: plan,
Activity Overview Assignment debrief results in Hold RA #2 Debrief RA #1 Go-Live Decision Disband IRN
/ Kickoff Mtg invitation, hold,
Details emial Point
debrief
Bi-Weekly
Monthly Bi-Weekly Conference Call, Bi-Weekly Bi-Weekly Bi-Weekly Bi-Weekly Weekly Weekly
Media Email Conference Call Conference Call
Conference Call Conference Call Mtgs, Email / Conference Call Conference Call Conference Call Conference Call Conference Call Conference Call
Website

SuperUsers (15+)
Super User Cut- Super Users in
Welcome Super User Super User Go-Live Support Go-Live Support
Activity Overview Over Roles / Cut-Over Status the ongoing
SuperUsers Kickoff Training Invitation Status Status
Resp support structure

The OCM Strategy is a text document that is a precursor The Communication Strategy is a text document that is a
Media email Pres email Pres Mtgs Mtgs Mtgs email

End-Users (~200) - BP and IBM

Training Sign Up and Feedback From Cut-over
Work and Org Work and Org Convert to
Activity Overview Approach, tools, Logistics for Training Starts UAT status Training Status RA #2 / go Live Activities / Go Go Live Support
Impacts Impacts Ongoing Suppot

to the Plan. It lays out agreements on OCM scope, precursor to the Plan. It lays out agreements on scope,
timeline Training Decisions Live Support
Mtgs / E-mail / Mtgs / E-mail / Mtgs / E-mail /
Media E-mail / Website E-mail / Website E-mail / Website E-mail / Website E-mail / Website E-mail / Website E-mail / Website E-mail / Website
Website Website Website

PULs / ELT

objectives, approach, principles and roles /responsibilities. objectives, approach, principles and roles /responsibilities.
Initial
discussions with Monthly meeting
each PUL team with PUL teams; Monthly meeting Readiness Monthly meeting Monthly meeting Monthly meeting Readiness Monthly meeting Monthly meeting Monthly meeting Monthly meeting
Activity Overview GoLive Decision?
re: RN, SU, UAT, ELT meeting with PUL teams Assessment # 1 with PUL teams with PUL teams with PUL teams Assessment # 2 with PUL teams with PUL teams with PUL teams with PUL teams
and general topic?
project support

Media Pres / Mtg Pres./Mrtg Pres./Mrtg Pres./Mrtg Pres./Mrtg Pres./Mrtg Pres./Mrtg Pres./Mrtg Pres./Mrtg Pres./Mrtg Pres./Mrtg Pres./Mrtg Pres./Mrtg

BU-Wide (800)
Execute
Closure of Key Stakeholder
SuperUsers / Value outcomes / Go Live
Activity Overview Design / Open Go-Live Decision
IRN Realization project & system Annoucement
Execute Point

13
status
Media
(presentations are Lunch 'n' Learns E-mail / E-mail / E-mail / E-mail /

©2012 Infosys Ltd. / Roadshows in Calgary, Chicago,

Houston, and Operations
Locations)
Website,
Presentation
Website,
Presentation
Website,
Presentation
Website,
Presentation
E-mail / Website E-mail / Website
Organizational Change Management
approach supporting Agile deployment
Daily
Scrum

Product
Backlog

Sprint
Sprint
Backlog
Plan Release Result
Iterate

Baseline Change Change Approach Measure and Iterate

Change
Measure
Approach Change Leadership Support
Measure
Agile Mind-set and Cultural Shift
Core Messaging Results
Stakeholder
ID Communications Delivery
Cumulative
Training Training Materials Training Delivery
Taking care of the ‘People’ side of the Transformation is Critical to the Success of the Program
Projects fail when the people aren't ready:

Resistance to Change
20% 40% 60% 80% 100%
• 7 of the top 9 problems experienced on major
Limitations of Existing Systems projects were people-related. (Infosys)
• 1500 businesses indicated only 30% of their
Lack of Executive Commitment
Lack of Executive Champion
Unrealistic Expectations transformational programs were successful
People- related
Lack of Cross-Functional Team issues (McKinsey)
Inadequate Team and User Skills
IS Staff and Users Not Involved
Other issues
Project Charter Too Narrow
Total exceeds 100% due to multiple answers of respondents.
Technology 4% Process 4%

People 23% Leadership 42%

Org / Cultural 27%

• 92% of transformation program failures are

due to people, organization and leadership
shortfalls (Gartner)
Infosys Enterprise Change (EC) – Capability Overview
Expertise and Experience
• Change strategy and execution
• Communication and stakeholder engagement
• Job and organizational design
• Cultural change
• HR policy and practice alignment
• Tactical readiness planning
• Learning and development
• OE/OD
• Leadership development and coaching
• Team dynamics/team effectiveness

Enablement: Approach and Tools

• Execution roadmaps for ERP, Shared Services/Outsourcing, M&A, Digital et al.
• Flexible, modular approach, enabling client customization
• Extensive library of tools, templates and examples, accelerating deployment
• Social/mobile and gamification capabilities for communication, learning, sustainment
• Learning content development factory for world class , low cost training development

Global Reach
• 350 global experts
• Major locations in NA, Europe, India
• >250 major transformation programs
• Delivery in NA, Europe, Middle East , APAC
• >100 Fortune 1000 Clients

16
 Thank You

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