Change Experience Playbook FINAL

EY Change Experience Playbook
Purpose of this document
Change management is a valued and valuable business for EY’s People Advisory
Service (PAS) practice. Recognizing this and the importance of having a distinctive
and market-leading approach to change delivery, PAS has made a significant
investment in rebranding our change approach to Change Experience to more
accurately reflect the agile, user-centric and insights-led change experience we offer
and has correspondingly refreshed our associated global assets.
This aim of the EY Change Experience Playbook is to bring our Change Experience
approach and vision to life. It is aimed at PAS change leaders and practitioners, and
integrates the latest thinking and approaches (incorporating the latest digital, data and
design techniques) in one place.
The playbook provides an overview of:
► EY’s Change Experience approach and offering, including a focus on what is
distinctive and differentiating
► A summary of each component of the Change Experience offering to enable a good
understanding of the why, what and how of each delivery element without having to
go through a detailed method
► Supporting case studies and subject-matter resources that can be called up to
assist practitioners in applying this new, innovative delivery approach consistently
Page 2 EY Change Experience Playbook

How to use this document
We understand that each change journey and each client need is unique. The EY
Change Experience playbook has been designed in a modular fashion so practitioners
can draw on the elements most relevant to their needs and select the right mix of
components to suit them. For example:
► Introduction: Explains our ethos around change delivery and distinctive elements
and is particularly useful for sales support activities
► Component overviews: Brings each element of our offering to life and enables
practitioners to select the components most relevant to their needs, e.g., support
client discussions on a particular topic area or sales content. It is not expected all
components apply in every situation
► Tools overview: Provides an example of the tools we have available to support
change delivery and is useful for client conversations and sales content
► Agile Transformation: Outlines the specifics around the Agile deployment
approach for change and is useful for sales and delivery teams in highlighting key
elements of this approach
► Supporting case studies and subject-matter resources: Highlight examples that
can assist practitioners in consistently applying this new, innovative delivery
approach

Table of contents
An introduction to the EY
1 Change Experience
Page 5
EY’s Change Experience

2 – our point of view
Page 9
Change Experience
3 component overview
Page 31
Change Experience:
4 Tools overview
Page 212
Change Experience for

5 Agile transformations
Page 230
6 Selected credentials Page 241
Global contacts, contributors

7 and reference materials
Page 289

An introduction to EY’s Change Experience
Page 5
EY Change Experience
Overview
Our purpose, vision and differentiators
Our purpose:
We believe everything we do is to deliver the best change experience for our clients and their people, so they can
successfully navigate through complex, continuous change and realize the associated benefits.
Our vision:
To be the most recognized brand in the market for offering a distinctive and differentiated change experience.
Our approach is distinctive in the following ways:
Purposeful: All activity is aligned to the “why” and the delivery of tangible and sustainable business value through
relentless focus on outcomes.
Insightful: We use a diverse data set and powerful analytics to set strategy, guide approaches and drive the right
interventions throughout the change journey.
Personalized: We mine individual needs, perspectives and expectations to customize the journey and cater to
preferences.
Interactive: The way we take your people and organization through the change experience is deliberately different,
immersive and designed to accelerate business adoption and ROI.

The Change Experience
Approach
Introducing our new global Change Experience approach

An agile, user-centric
and insights-led 1. Why
Get clarity on Purpose,
5. Align the organization
Design the future organization
approach designed to outcomes and Case for Change and ways of working
help the organization

adapt to and navigate 2. Understand needs
Build a rich 6. Prepare the
through complex, understanding of organization
continuous preferences, needs and
reactions
Get the business ready
for the change
transformation.
It supports Understand Execute
transformation across
the enterprise, adapts to
3. Understand the 7. Build the capability
unique client change Training and Knowledge
Develop a deep
environments and helps understanding of the
Transfer to lift capability
and drive self-sufficiency
deliver sustainable implications of change
4. Co-create the future 8. Execute and sustain the change
business value and a Co-design the future state, vision Implement new ways of working,
superior workforce and experience measure success and track benefit
realization
experience.

Supporting any change challenge
The EY Change Experience approach

can address any change challenge.
The playbook brings all elements of Any transformation
transformational change delivery together trigger Any deployment
and highlights how each component As clients grow, protect, optimize approach Any level of
supports delivery of a quality change or innovate, we customize the
change experience to support: Our approach is built on decades
complexity
experience for our clients. ► ERP and custom application
of proven experience in complex,
The support model, team
delivery global, multi-year Transformation
structure and toolset vary to
We understand, however, that each ► Digital Transformations
Programs. The key tenets of our
meet client scale, environment
approach can enable traditional
change journey is unique. We’ve built our ► New business and operating Waterfall, Agile or hybrid
and budget — the global
Change Experience method
approach, enablers and tools to address models implementations.
offers comprehensive and
► Transactions
the scale and complexity of any ► Intelligent automation
change-lite delivery options.
transformation. However, we recognize ► Process and functional designs
our teams will work collaboratively with ► And many more
clients to select the mix that is right for

them and that is best suited to their
audience and organization.

What if change wasn’t hard?
EY Page
Change
9
Experience | Our point of view EY Change Experience Playbook
“Change is hard.”
Our transformative age is exponentially increasing the speed of change as we experiment with,
and adopt, new forms, models and experiences that deliver utility, convenience, ease and
efficiency. As adaptive humans, we clearly know how to transition from threatening conditions and
move toward favorable ones, however, the majority of organizational transformation efforts
struggle to achieve promised potential or deliver business value.
So, what’s the difficulty?

Exponential disruption …
is becoming business as usual.
35 d
for a new technology to
2 bn
Jobs will be displaced by
5
generations sharing the
5
years is the average shelf
reach a critical mass of 50m 2030 as a result of workplace for first time, and life of a business skill today
users technology advances robots are joining in, too — it was 30 years in 1984
20–50 % 40 % x 3 20
years to catch up with the
reduction in costs due to RPA, of the S&P 500 will not of millennials expect a more cyber-security skills
machine learning and AI exist in 10 years purposeful and personalized shortage
experience

Ever increasing demands …
from the markets, organization and workforce mean traditional change efforts are falling short.
Innovation drives increased Change is no longer linear with

competition and decreased a clear end state; it isn’t an
windows of opportunity intermittent project or initiative
— it’s constant
Digital Transformation
Increasing frequency, efforts are failing at a higher
speed and complexity rate than former efforts
of change
Data
proliferation
without insight
on sentiment,
Limited resources
and competing
Markets Organization behavior and
readiness
demands require reduces
demonstrated Speed and high decision-making
efficiency and return, stakes increase effectiveness
including change Growing importance of fracturing and
efforts protection against misalignment
cyber risks among Leadership Fatigue from constant
change requiring the
motivation and mind-set to
Individual evaluate and reinvent
Digital acceleration and Evolving expectations for tailored,

proliferation due to On-going workforce diversification
computing power, consumer-oriented experiences that we — aging workforce, millennials, gig
bandwidth and storage control and customize workers and even robots

A complicated challenge for the organization
Successfully effecting change today is complex. It is increasingly

multi-dimensional and about much more than people, process and
technology.
As organizations implement change, there has traditionally been an
implicit assumption that people will just come along — that the carrot
or the stick will motivate them to move.
However, this approach fails to consider the real needs of its people,
the complexity of effecting change across the organization and the
increasingly multi-dimensional impacts on operating models and
operating environments.
What’s required is a holistic review of these factors to develop the
right change approach, underpinned by an execution approach that
addresses them. Without this, organizations will erode promised
value through inefficient or incomplete implementation.
EY’s Change Experience approach considers

impacts across the organization

Adaptability is paramount
Increasingly, change approaches must also help people and the

organization navigate through complex, continuous
transformation.
Empathy with people impacted by change is essential to

demonstrate and reflect in the operating environment. When
people feel supported and enabled, their motivation to
change increases.
Co-creation is an imperative, as the complexity is too great

for leaders to manage alone and employees increasingly
expect to be actively involved. Everyone in the organization
is an agent of change.
Evolution of mind-sets and behaviors requires application

of Neuroscience and human-centric design and strategic
use of incentives to cut through the noise of disruption and
help a resilient workforce learn, develop and transform.

However, organizations are ill-equipped
to deal with this, even more so than before …
Amidst growing disruption, increased complexity

70–80s now …
and heightened employee expectations,
organizations can’t afford to suffer the same pitfalls
that commonly derail transformations:
► Lack of alignment to purpose or business
outcomes
► Inability to adapt to an evolving, increasingly
complex landscape
70% 84% 90% ► Absence of data-led decision making
► Misalignment with human experiences and

of Transformation of companies fail of Transformation
Programs fail to at transformation Programs don’t expectations
initiate, complete or in the digital era achieve their
meet goals — Forbes business case To help organizations address these challenges, a
— Kotter
— Warren Parry new approach to change management is required.

Imagine the possibilities
If we were able to engage the head, heart and hands — balance the hard and soft — demonstrate empathy
and deliver outcomes …
Interactive
What signature
Purposeful Insightful Personalized interventions will be used to
What is the north star and What are the metrics that How well do we know the gain emotional commitment
litmus test for all program matter? workforce and what matters to to the change?
activity? How and where do we best them?
How can we address
How do we maintain focus target our effort and How might we deliberately changing workforce
on value and business investment? design unique experiences expectations for
outcomes? that delight? engagement and
involvement?

EY’s Change Experience
We build a better working world by delivering the best

change experience for our clients and their people, so
they can successfully navigate through complex,
continuous change and realize the associated benefits.
The Change Experience we deliver is:
► Purposeful: All activity is aligned to the “why” and the delivery of
tangible and sustainable business value through relentless focus
on outcomes.
► Insightful: We use a diverse data set and powerful analytics to
set strategy, guide approaches and drive the right interventions
throughout the change journey.
► Personalized: We mine individual needs, perspectives and
expectations to customize the journey and cater to preferences.
► Interactive: The way we take your people and organization
through the change experience is deliberately different,
immersive and designed to accelerate business adoption and
ROI.
Delivered through an agile and iterative approach.

Change Experience
Components
How we offer a distinctive and differentiated change experience

► Purposeful alignment and execution ► Deep understanding of needs,
► Relentless focus on business value and behaviors and preferences
outcomes — begins with adoption in mind ► Persona-driven audience analysis
► Combines practical and inspirational ► Experience mapping and design
elements
► Immersive and tailored engagement ► Leveraging available data and analytics

to create interest and encourage ► Near real-time visibility of when a
involvement program is on or off track
► Continuous listening and collaboration ► Change interventions that work
► High-fidelity content with the right mix of
digital and non-digital experience

Purposeful
All activity is aligned to the “why” and the delivery of tangible and sustainable business value through relentless focus on
outcomes and adoption.
Every individual has a basic human need to feel part of something bigger
than themselves. We orient the organization to the “why” throughout the
program, going beyond compelling narrative creation to make it relevant and
real for the people impacted.
Our approach is focused on outcomes and engineered to deliver tangible Why oriented
business value and ROI. We observe, measure and track how people are
responding to the change, e.g., behaviors, sentiment, ways of working and Value led
culture aligned to organizational imperatives.
Adoption focused
Adoption is the biggest variable in achieving results and is portrayed as a
soft benefit that is too difficult to measure. We pro-actively seek, find and
remove areas of friction by pro-actively understanding and working with end
users to drive improved adoption.

Insightful
Our comprehensive analysis, data-rich visualizations and leading digital collaboration tools convert change from a nice-to-
have workstream to a must-have capability.
Executives/leaders managers
employees
Behavior Performance
Observations and data on EY offers customizable
current or historical tools that provide
human activity and performance visibility at
preferences identifies your fingertips, helping to
patterns and helps drive the right change
personalise change interventions and measure
approaches the effectiveness of
Networks Sentiment change
Quantitative and digital Qualitative and

approaches to support quantitative analysis of
collaboration and workforce responses
involvement. Additionally, provide an evolving near
helps identify invisible real-time picture of
informal connections and emotions and energy
find hidden influencers
and impacts
Historical and descriptive custom Interactive views that aggregate insights,

dashboards that examine and present what highlight readiness and adoption threats and
matters in the client environment guide corrective action with tools such as EY
Change Insights

Personalized
Expectations of bespoke consumer experiences raise the bar from “What’s in it for me?” to “It’s all about me”.
We focus on understanding individual needs, perspectives and expectations to develop an experience that resonates, motivates and
inspires people to change.
Moments that matter in the journey mark Personas that represent profiles of real Experience Mapping identifies peaks of
inflection points where it is critical to engage employees that vary in important ways, enable natural utility and/or flow, friction, pain points
your people — we collaborate with our clients you to capture critical insights lost by simply and opportunities that you should anticipate
to identify these moments and design unique segmenting audience by function and role and leverage in the transition from old to new
experiences around them
Elevation
Features that break from expected occurrences,
heightening senses and excitement
Pride
Inclusion of challenging but achievable activity
followed by recognition
Insight
Delivery of new information and situations that are
relevant and timely
Connection
Collaborative or competitive elements that enrich
relationships across social networks

Interactive
We use signature interventions to arrive at an engagement composition that’s right for each client, balancing digital and
traditional channels.
The way we help people and organizations to transform is deliberately different, immersive and tailored (not one size fits all).
Immersive, interactive experiences, Digital platforms — web, mobile, Consumer-grade, high-quality content
including use of EY Wavespace, signage and video — help increase flows through a variety of channels and
delight, surprise, inspire and connect interest and offer variety in the complements business-as-usual activity
people and teams in virtual contexts experience and provide flexibility and throughout the transition.
and in the physical work environment. choice to our clients in how they
engage impacted audiences.

Key “get rights”
While every change journey is different, below are the top 10 “get rights” from our experience and battle scars from
decades of change delivery across the globe.
1 6
Senior Leadership engagement Clear RACI outlining who does
Make sure Leadership “get it” sessions to build an understanding Balance global and local what in delivering the change at
Get the regional Leadership engaged of the purpose, business drivers, Create a repeatable deployment the central and local levels.
from the start — don’t assume they challenges and alignment around approach and method, coach local teams Blended change and business
support central change initiatives. expected outcomes to take accountability for delivery. resources with clear coaching
2 7
Understand what’s important to Get your recognition and reward
Connect with the grassroots people who transact the processes
Incentives matter systems on over-drive. Change is
Managers don’t deliver products or (including BU/ geography If employees are incentivized and hard — recognizing and rewarding
services, people and suppliers do — go differences) … engaged, they will find a way. If not, they the right behaviors would go a long
to the place of work, ask and observe. don’t make assumptions will find an excuse! way in cementing it
3 8 Think big, start small

Actively involve employees in Pilot initiatives in individual
Get everyone involved design of solution and change business units or locations. Model
Make sure opting out is not an option — experience. Make involvement Be ambitious and bold in your plans but offices not at head office. Iterate
create a clear engagement strategy and visible and recognized. Give them a always pilot and fine tune to ensure you and enhance regularly
define KPIs for management. sense that their “opinion counts” get it right. Agility is key!
4 9
What iconic interventions will you Clear benefits-driven roadmap.
Create energy — keep it fresh deliver? Wavespace sessions,
Answer the “so what?” Business owners identified as
Does everyone understand what
The bigger the change, the more energy design theatres, innovation labs, benefit sponsors and benefits
benefits you are driving towards? Make
required. Each deployment must feel gamification, other social and digital tracking integrated into BAU
sure regional and business benefits are
like the first time this has been done. channels performance tracking
clear with agreed sponsors and plans.
5 10
Bottom-up Business Readiness and Change and continuous
Analyze and personalize Make the business “future-fit” improvement capability built within
sentiment assessments to Relentlessly refine processes to
Evidence-based decision making based on personalize the delivery. Local identified business owners. This
remove barriers, and up-skill the
solid proof of business readiness and Business Readiness decision groups team identifies and resolves
business to enable sustaining the
change sentiment bottom-up is critical. drive key decisions problems as they arise
change post go-live.

Ready to enable your
Change Experience?
The Change Experience
Approach
Purposeful, insightful, personal and interactive … the Change Experience approach provides the agility to adapt
to any change challenge.
Our approach is 1. Why 5. Align the organization

designed to help the Get clarity on purpose, outcomes Design the future organization
and case for change and ways of working
organization adapt to and
navigate through
2. Understand needs 6. Prepare the
complex, continuous Build a rich organization
transformation. understanding of Get the business
preferences, needs ready for the change
and reactions
It supports
Transformation across
the enterprise, adapts to Understand Execute
your unique environment
and helps deliver 7. Build the
sustainable business 3. Understand the capability
change Training and
value and a superior Develop a deep Knowledge Transfer
workforce experience. understanding of the to lift capability and
implications of change drive self-sufficiency
4. Co-create the future 8. Execute and sustain the change
Co-design the future ways of Implement new ways of working, measure
working and experience success and track benefit realization

How the Change Experience approach drives improved
transformational outcomes
Why
Purpose and north
star
Outcomes
Focus on outcomes that
need to be realized for
success
Behaviors
What needs to change to deliver
Change Experience your purpose and outcomes?
An adaptive approach to change,

Insights combining techniques from the four pillars
of Change Experience throughout to
Foundational workforce insights on support realization of behavior change,
behaviors, needs and preferences outcomes and purpose

Embark on the journey
An illustrative change journey on a large ERP rollout, supplementing wider process and system design and delivery.
► Cut-over, post go-live support

Design future user ► On-going interventions based on insights
► Build a rich understanding of the impacted ►
Create Change Strategy ► Track adoption and benefits
► Understand how this experience (noting likely and analytics
population: quantitative metrics plus (informed by insights ► Behavior change monitoring
Transformation effort changes and areas of ► Targeted activity to address readiness
profiles, behaviors, preferences, needs from stages 1 to 4) ► Transition to BAU
fits and aligns to the resistance) hot-spots
and reactions 8. Execute and sustain the change
broader organization Define desired behaviors ► On-going Stakeholder Management
► Establish EY Change Insights/other ►
context and target interventions ► Impactful, personalized and consumer-
analytical mechanisms to inform approach
► Drive clarity and grade Comms. and Engagement
► Engage to drive awareness and alignment
alignment on 4. Co-create the future ► On-going behavior change interventions
purpose, outcomes ► Continuous Leadership, change and CI
and benefits capability development
► Establish the CMO Go-live
and change
governance
► Support
transition to new
ways of working
5. Align the organization ► Conduct lessons
► Establish Leadership and behavior alignment learnt
2. Understand
and support ► Track benefits
needs
1. Why? ► Align roles and skills ► Continue
► Get clarity and align on the ► Identify benefit owners and sign charters change,
7. Build the capability
purpose, vision, outcomes ► Develop training material Leadership and
► Deliver training
and case for change ► Update policies/ procedures CI capability
► Conduct Business
► Identify benefit ► Define user-to-role mapping and access development
6. Prepare the organization Readiness testing
considerations
► Use analytics and insights to inform ► Knowledge Transfer,
► Map key stakeholders and
targeted interventions Change Capability
understand context of
Additionally: Development and
Transformation
► Align roles and skills Business Enablement
► Establish Benefit Realization activity ► Leadership and Culture
and tracking Review

► Support testing activity ► Targeted engagement
► Develop training material linked to transition to new

3. Understand the change ways of working
► Establish organization baseline (context and as-is ► Update policies and procedures
► Conduct Change Impact Assessment
structures, roles, head-count, skills etc.) ► Define user-to-role mapping and access
► Undertake initial Sentiment Analysis Journey key
► Conduct Leadership and behavior baseline ► Develop deployment approach and plan
► Evaluate current state policies, procedures and
► Capture metrics and insights into impacted ► Establish Business Readiness,
system or business roles
population (leveraging EY Change Insights) transition criteria and tracking Critical milestones
► Develop TNA and Training Strategy
► Identify representative personas and understand
► Conduct Change and Continuous Improvement Initiation of on-going
current user experience (Ux)
(CI) Capability Maturity Assessment enabling activities

Align the journey to the type of change
Different types of change triggers will require focus on different components of change …
Types of change Change Strategy Sustainable Capability
Engagement and Experience Business Readiness Learning Org. Alignment Adoption
and Delivery Mgmt. Development
Management
Vision, Case
Assessment
and Comms
Policies and
Change components
Org. Design
Stakeholder
Enablement
Deployment
Procedures
Experience
Knowledge
for Change
Leadership
Talent and
Readiness
and PGLS
Workforce
Capability
Business
Business
Business
Purpose,
Behavior
Strategic
Planning
Learning
Mapping
Strategy
Transfer
Benefits
Change
Change
Change
Change
Design
Impact
CMO
Role
Dev.
Applicable
change
components
                  
Enterprise Resource Planning (ERP)
Rationale ► ERP implementations are comprehensive Transformation Programs, therefore most of the change components will apply.
► It is critical to outline the Future Operating Model of the business and how technology is an enabler to that. Changes to actual structures, roles and reporting lines happen but only in some instances.
► Talent Strategy will be important to consider how new ways of working will be embedded and rewarded to realize the benefits associated but doesn’t usually result in significant strategic workforce planning.
implementation
“Get rights” ► Ensure that the change is technology enabled rather than technology led by starting with the org. ► Achieve business-led design and input through Business Readiness Implementation Groups
vision and strategy (i.e., what is it that the business is trying to achieve) — use this to identify how (BRIGs) for user lists, data cleansing, training strategy etc.
technology can enable the Future Operating Model ► Understand the impact to the overarching business operating model — don’t just focus on the
► Connect all change activities to the Technology and Process Program Roadmap changes from the technology
► Get the critical path right from “right to left” ► Understand the role mapping implications on training and activities
► Develop business case and benefits with Business Owners — use this to inform Deployment ► Consider cross-business process and procedure–focused training, engagement and awareness,
Roadmap where appropriate, and that it is an enterprise-wide change
► Tailor Change Strategy to appropriately support the deployment strategy, such as phased releases ► Understand that effective post go-live support will help to embed the change and enhance end-user
and upgrades, and whether the technology will be delivered in a Waterfall, Agile or hybrid approach adoption
► Understand business involvement from employees through to formal and informal leaders is critical ► Know that user acceptance testing is equally as important as technical testing — end users truly test
to understanding the culture change needed the system to make sure it enables the business process
Applicable
SAP S4/HANA implementation
change
components
                  
Rationale ► Same as ERP implementations
“Get rights” As above, plus: ► S4 allows faster, near real-time analytics and everything in a single model. Identifying roles that will
► Assess migration readiness by assessing readiness to change from the current systems in use to become obsolete through its introduction will be key, as will outlining new roles and processes.
S/4HANA ► The user experience is different in S/4HANA versus SAP, which should not be underestimated —
► Focus on the benefits of S/4HANA in enabling the business to operate in a different way, e.g., understanding the user experience as part of assessing the impact of the change will be key.
through near real-time reporting, more responsive and agile — change emphasis needs to focus on ► Mobile enablement (via Fiori) — mobile readiness and training are a core part of the change plan.
the broader operating model and value realization from these enhancements ► Build the right level of functional knowledge into the change strategy and tailor according to the
impact across the business functions (even more critical than traditional ERPs).
Key:  Applicable  Not Applicable  Partially Applicable

Align the journey to the type of change (cont.)
Management
Vision, Case
Assessment
and Comms
Policies and
Change components
Org. Design
Stakeholder
Enablement
Deployment
Procedures
Experience
Knowledge
for Change
Leadership
Talent and
Readiness
and PGLS
Workforce
Capability
Business
Business
Business
Purpose,
Behavior
Strategic
Planning
Learning
Mapping
Strategy
Transfer
Benefits
Change
Change
Change
Change
Design
Impact
CMO
Role
Dev.
Applicable
Functional Design, e.g., HR
or Finance Transformation
change
components
                  
Rationale ► Some aspects, such as deployment and PGLS, Business Role Mapping etc., will only apply if the functional transformation is accompanied with technology change.
► Org. Design, Talent Strategy and Strategic Workforce Planning of the function will be key in developing the Transformation Roadmap.
► Extent of the change and continuous improvement capability development required within the business will depend upon the long-term Transformation Roadmap.
“Get rights” ► Any functional transformation strategy needs to consider change management in two directions: ► Make the approach flexible to drive change across the spectrum:
► In the function affected: Inspire people about the more strategic role the function can play ► Deeply embed the change in a small group of people through their full involvement in the
► In the business: prepare people for short-term disruption to services that they may see as program, with as much support and hand-holding as possible, focusing on their core processes
automatic and prepare them for a change in relationship with the function ► Make it light-touch for a large number of people in the business
Applicable
Intelligent automation (includes RPA,
change
components
                  
Rationale ► Operating Model, Org. Design, Talent and Strategic Workforce Planning will be key to enable co-existence of a human and robotic workforce.
AI, chatbots, etc.)
► Extent of change and continuous improvement capability development required in the business will depend upon the long-term Transformation Roadmap.
► User Role Mapping is unlikely to be impacted. Policies and procedures may need to be updated to illustrate the hand-offs between humans and robots, as well as business continuity in the event of robotic
failures.
“Get rights” ► Employees will be naturally resistant to RPA, AI, smart factories etc. and see them as a threat. ► Focus on the following:
Create a compelling picture of the removal of mundane tasks and the opportunities for more ► Continuous, iterative change defined by agile sprints as the IA solution develops at speed
interesting, higher value activities. ► Operating model redesign to enable collaboration and agile working in a virtual workforce
► Provide a greater focus on impact assessment and understand the implications person by person. ► Data-driven Strategic Workforce Planning that captures current and future workforce supply and
► Make sure that engagement events take the time to address personal and practical concerns. demand and the changing mix of human and robotic workforce
► Social, self-paced learning that enables people to build new IA capabilities in a community with
colleagues, an eco-system of partners and gig workers

Align the journey to the type of change (cont.)
Management
Vision, Case
Assessment
and Comms
Policies and
Change Components
Org. Design
Stakeholder
Enablement
Deployment
Procedures
Experience
Knowledge
for Change
Leadership
Talent and
Readiness
and PGLS
Workforce
Capability
Business
Business
Business
Purpose,
Behavior
Strategic
Planning
Learning
Mapping
Strategy
Transfer
Benefits
Change
Change
Change
Change
Design
Impact
CMO
Role
Dev.
Applicable
change
                  
M&A (includes mergers, acquisitions,
carve-outs, takeovers, JVs, IPOs and
components
Rationale ► CMO is applicable but usually part of a wider iPMO (Integration PMO). Usually HR PMO is set up, too, to feed into the iPMO.
► Deployment and post go-live support are more applicable in the form of Day 1 readiness and post Day 1 support.
► Unlikely to cover Business Role Mapping unless accompanied by a technology change or integration. Process and procedure changes may be required to outline extent of integration and future ways of
restructures)
working.
► Extent of change and continuous improvement capability development will depend upon the long-term Transformation and Integration Roadmap and the organization’s make vs. buy strategy.
“Get rights” ► M&A covers the full spectrum: due diligence, Day 1 readiness, post deal integration ► The M&A strategy must be led by people implications. Half of people leave in the first two years after a transaction,
and op. model implementation. The relative prioritization of the change making this the single biggest risk to benefits. Key considerations:
components will vary depending upon the type of deal and phase: ► Effective engagement of people to keep them informed throughout the transaction — imprinting deep
► For integrations, CMO (focused in part on HR), Knowledge Transfer, understanding of how their role will change and providing a vision that is inspiring is key
Leadership and Comms. are more important around day 1. Org. Design and ► Communication and Engagement Strategy to be multi-layered across the organization, its key stakeholders and
transition are a later step in the integration. eco-system partners. Expectations of multiple organizations will need to met
► For carve outs, typically more needs to be done upfront across all areas to ► Holistic op. model, Org. Design, Talent Strategy and workforce planning, underpinned by union consultation
stand up something new. ► Process and culture integration and adoption to be driven by employee engagement and the benefits case
Applicable
change
components
                  
Rationale ► Org. Design, Talent Strategy and Strategic Workforce Planning for cyber will be key in developing the Transformation Roadmap
► Applicability of some aspects, such as Business Role Mapping etc., will depend upon the extent of systems and tools introduced or upgraded
Cyber
► Extent of change and continuous improvement capability development will depend upon the long-term Transformation Roadmap
“Get rights” Getting an organization cyber-ready goes way beyond the basics of equipping with ► Effective Org. Design and governance are critical to clarify structures, roles, skills, head-count and decision making
cyber tools and processes: implications.
► Clear line of sight to the organizational purpose and cyber threats, as well as a ► Visible Leadership sponsorship and behavioral change will be key in embedding the change.
regulatory regime, is essential to establish and get buy-in for the “why” story. ► Engaging comms. can create greater excitement and involvement in a topic which is otherwise considered to be
► Cyber training is essential, based on a clear understanding of changes to policies “someone else’s job”.
and procedures due to new or enhanced processes and tools.

Change Experience component overview
Purpose of this section
The Change Strategy is a data and insight–driven summary of the approach and framework that will be used to
deliver the change program. It brings together and aligns all change workstreams, combining approaches in each
Change Strategy P. 36
This part of the Change Change area into a robust overall delivery model to support the business through the change and in the achievement of
Strategy and outcomes.
Experience Playbook provides Delivery
a summary of each component Management The Change Management Office (CMO) oversees all change-related activity on a program or portfolio of programs.
of the Change Experience Change Management Office It identifies and develops the processes and tools for assessing, prioritizing, sequencing, planning, delivering and P. 41
monitoring change activity in a program or multiple change initiatives across the organization.
offering. It is focused on
providing an overview of the Purpose, Vision and Case for These focus on articulating the reasons for change in a simple, compelling way (aligned to the organizational
P. 49
Change purpose and drivers) that resonates with those impacted to help generate understanding and buy-in.
why, what and how of each
delivery component (as shown This focuses on building a rich understanding of employee needs, behaviors and pain points to help inform
Engagement
on the right). and
Experience Design program activity, bridge user expectation gaps and ensure the outcomes of the Transformation activity are fit for P. 58
purpose and will be successfully adopted in the client environment.
experience
It is recognized that not every
Stakeholder management,
element will apply in every Stakeholder management, communications and engagement essentially acts as the voice and face of the program.
communications and They segment stakeholders into logical groupings and deliver the right messages at the right time to the right P. 70
program, given each change engagement people, taking them on the journey from awareness to understanding to adoption.
journey is unique. It is
Business readiness focuses on making sure the business is prepared to own and accept the change. It identifies
expected that our teams will Business readiness
the critical actions needed before the change is implemented and tracks this to completion, ensuring that the P. 87
work collaboratively with management business has ownership for leading the implementation.
clients to select the mix that is
Change Impact Analysis is a rigorous assessment of what will change as a result of a program implementation and the
right for them and best suited Change Impact Analysis subsequent impacts to people, processes, technology and the broader organization. The analysis provides critical inputs to P. 94
to their audience and Business Readiness activities, roll-out plans, communications, training and numerous other activities across a program.
organization. Business The aim of deployment and post go-live support is to ensure the business is ready, supported and smoothly
Deployment and post go-live
readiness transitioned to new ways of working. The focus is on activities immediately pre and post go-live, including P. 102
The objective of the content support simulation testing, business cut-over performance and sustainability and post go-live support.
within this section is to support
practitioners in understanding Involves updating standard operating procedure documentation (which needs to change as a result of
Policies and procedures Transformation activity) to support users in completing activity in such a way that it meets the required P. 111
and making informed decisions organizational standards.
about the right elements for
This activity is only applicable to systems programs and is critical to ensuring that the right users are mapped to the
their specific client need. Business Role Mapping right business and technical roles for granting system access appropriately.
P. 116

Purpose of this section (cont.)
Learning helps impacted personnel understand the purpose behind the change and the impact on their role and supports the build of future
Learning Learning capabilities so that individuals can effectively execute their activities. A successful, comprehensive learning strategy and program is essential for P. 121
achieving the required capability uplift goals that underpin transformational change.
The focus of leadership capability development in relation to Change Experience is about equipping leaders to lead in increasingly uncertain
Leadership environments where change is constant, so they can successfully drive successful Transformation.
P. 131
Organization Design is the design and implementation of changes to the formal structure of the organization, congruent with strategy and the
Organization Design remainder of the operating model.
P. 138
Organizational
Alignment
Strategic workforce planning (SWP) is the art of understanding both the current workforce and the workforce that the future strategy requires,
articulating the gap between present and future and defining recommendations to bridge that gap. The resultant Talent Strategy is a holistic
Talent and Strategic Workforce Planning approach encompassing recruiting, developing, managing, retaining and redeploying talent to maximize the effectiveness of both the current and
P. 149
future workforce in light of strategic business priorities.
Knowledge Transfer (KT) is a transfer of specialized skills and knowledge between key subject-matter advisors (knowledge holders) to designated
Knowledge Transfer knowledge receiver(s). Effective KT helps build capabilities and supports the preparedness of the organization in advance of the change taking P. 163
place and the transfer of ownership from the program to the business.
Sustainable
Capability
This is a focused capability development framework and approach to build a client’s internal change capability across six optional modules or
Development Change Capability Development P. 171
areas.
This is a dedicated approach to up-skill and build capability in the BAU organization receiving the change, including continuous improvement
Business Enablement capabilities.
P. 178
Behavioral Change focuses on using behavioral interventions and methods to encourage the workforce to demonstrate the behaviors essential to
Behavior Change deliver the business strategy and vision and embed changes required to achieve successful Transformation.
P. 188
Adoption
Benefits-led change creates a mechanism for delivering long-lasting change. This includes support to the business for identifying benefits sponsors
Benefits and owners, agreeing hard and soft benefit values, creating benefits realization plans and tracking benefits delivery.
P. 204

The new Change Experience approach
A summary of key change activities and tools at each phase is shown below. The colour coding indicates how activities relate to the change workstreams on the previous slide.
Org. baseline (context Purpose, Vision and Case OD, Talent Strategy
Leadership alignment and Benefits Charters
and preferences) and workforce User experience (personas for Change, including and Strategic Workforce Leadership and desired
ways of working baseline and Realization Plan
behavior segmentation and current state pain consideration of benefits Planning interventions behavior activation
Future Work Now (FWN) Benefits tool
EY Change Insights context
Readiness Assessment
points, needs and measures 1. Why 5. Align the organization Org. Talent Hub (OTH)
questionnaire and preferences expectations) EY Change Insights
for leadership alignment
survey Context Questionnaire Get clarity on Purpose, Design the future organization
outcomes and Case for and ways of working
Change
2. Understand needs 6. Prepare the

Build a rich understanding of organization
stakeholders, users, their Get the business ready Business
Policies and procedures
readiness
preferences, needs and for the change EY Change updates*
reactions Insights
Stakeholder Management, Communications Training Business roles and access*

and Engagement — on-going design and
EY Change Insights (sentiment tracking) development *NB: for systems projects only
Bonfyre (digital engagement channel)
Change Management Office

Understand Embed
EY Change Insights (program and effectiveness
tracking)
Analytics and insight — on-going

EY Change Insights Awareness, Sentiment,
Effectiveness, and Adoption Tracking
Change Impact Analysis
EY Change Insights
3. Understand the change
Provides a fully integrated CIA
tool
7. Build the capability
Develop a deep
Training and Knowledge
understanding of the Training delivery,
Transfer to lift capability and
Current state OD and workforce business and people digital learning and
Org. Talent Hub (OTH) drive self-sufficiency comms. capabilities
implications of change
4. Co-create the future 8. Execute the change
Training and Change Capability
baseline
experience Implement new ways of working, Key: Knowledge Transfer,
Change Capability
Change Strategy and Delivery Management
Change Capability Maturity
Assessment
Co-design the future state, measure success and track Development and/or
Engagement and Experience Business Enablement
Vision and experience Benefit Realization
Business Readiness
Learning
Policies
Business Organizational Alignment
and Deployment and post
roles Leadership and Behavior
procedures Change Experience Strategy User experience future state go-live support Benefits tracking Sustainable Capability Development
current Review
current EY Change Insights design, needs and expectation gaps EY Change Insights Benefits tool
state* Adoption
state* Adoption Tracking
NB: for systems projects only

Change Program Management
This section covers the following Change Experience components:

The Change Strategy is a data and insight–driven summary of the approach and framework
that will be used to deliver the change program. It brings together and aligns all change
Change Strategy
Change workstreams, combining approaches in each area into a robust overall delivery model to
Strategy and support the business through the change and in the achievement of outcomes.
Delivery The Change Management Office (CMO) oversees all change-related activity on a program
Management Change Management or portfolio of programs. It identifies and develops the processes and tools for assessing,
Office prioritizing, sequencing, planning, delivering and monitoring change activity in a program or
multiple change initiatives across the organization.

Change Strategy
Change Strategy
Overview, importance and benefits
What is it? Why is it important?
The Change Strategy is the organizing document “Without strategy, execution is aimless. Without execution, strategy is useless.”
that provides overall context and guidance for the
change initiative, as well as defined approaches While change, behavior adoption, and business value are realized through relentless and measured execution, the Change Strategy is the organizing framework
and alignment of its workstreams. A change that pulls together the right mix of core and innovative approaches, tools and tactics at critical times to fit the needs, preferences, behaviors and contexts of each
strategy: client. It synthesizes a number of concurrent change activities across the enterprise, impacting various subsets of the workforce into a clear, systemic path from
the current state to a desired future position.
► Establishes the unique context and business
and market drivers of the change program
► Provides an organizing framework and set of
principles for its underlying sets of activities Context
and change interventions
► A change strategy should be grounded in the business case (the “why”) and rich insights about the business, workforce and industry.
► Includes discrete but aligned/synergistic
approaches for change components (e.g., ► The visualization of a change strategy into a pictorial journey or interactive platform can often double as an effective executive vision-casting and storytelling
engagement, learning, benefits realization) tool.
► Outlines the structure that will underpin

delivery and the model for change program
governance and management
Benefits Some client experiences
► Customization of industry approaches and tools to fit
► Clearly articulates and connects change
the insights from the business and workforce
activities to desired business outcomes and
value realizations ► Alignment of approaches and activities into
complementary efforts towards a common goal
► Includes, often, early concepts and
frameworks for measurement ► Early identification of core program components,
resources, processes and risks
► Summary articulation of the entire program at
executive level

Change Strategy
What is distinctive and different about EY’s approach?
Change Strategy and activities are always grounded and aligned towards achievement of the business case and
Outcomes desired outcomes. EY understands the foundational connection between behavior change and benefits realization,
focused structuring approaches and activities in compounding effect to optimize the client’s return on transformation and
transaction investments.
EY builds a client’s strategic change journey based on a robust set of insights from the business, enabled by EY
Data-driven Change Insights and our suite of analytics tools. Selected approaches and change activities are based on
demonstrable data that gives our strategy increased confidence while decreasing risk.
Each Change Strategy is as unique as our client. We combine a thorough understanding of their business case, rich
Customized insights from their organization and myriad external industry inputs to shape the right mix of approaches, structures
and tactics to accelerate their change, adoption and return on investment.
Today’s complex, connected and continually disrupted world requires strategies that can withstand a sudden shift in
Flexible and
priority, focus or opportunity. EY’s Change Strategy offers a flexible strategic framework with foundational components
responsive
that monitor and measure change efforts to respond in near real-time to emerging risks and opportunities.
EY’s change strategies recognize that mere adoption without sustained improved performance misses significant
Sustain and
opportunity in today’s market. Our change strategies take a comprehensive view of the client’s program and initiatives,
improve
ensuring the significant investment to transform is optimized for tomorrow’s new ways of working.

Change Strategy
Overview of the method
Program phase Discover and Prepare Explore, Realize (Build), Realize (Test) and Run
Key steps 1. Evaluate Organization and Change Context 2. Develop Change Strategy and Journey Maps 3. Revise and update Change Strategy (as required)
► To analyze and validate the overall business strategy, business ► To identify the elements that need to be in place to ► To ensure that the Change Strategy is fit-for-
Objective case, strategy, program roadmap/ plan (as available), and support the change and develop a change purpose, adapting to the changing demands of the
purpose, case for change management strategy impacted audiences.
► To tailor the change experience to suit the stakeholder
► Review business case, strategy, program roadmap/ plan (as ► group’s specific
Identify the core needs and wants.
components of needed change ► Review upcoming change activities in light of
available), and purpose/ case for change services and align with program scope of work/ charter identified risks, issues and insights
► Evaluate high-level change scope, complexity, context, ► Review high-level Change Impacts Analysis for the ► Adjust Change Strategy and/or Plan including
organization capability program or portfolio of programs to determine the intervention/ audience/ timing/ team structure/
quantum of change the organization is experiencing resources (if needed)
► Articulate the vision, principles, major components, their
interactions and dependencies, and component-level,
Key activities and establish an overall plan covering all workstreams
► Develop visual Change Journey Maps to show the
Change Journey on a single slide, and focus change
effort around the key ‘Moments that Matter'
Example outputs
and client
deliverables
Change Strategy Updated Updated Business Updated Change
Change Plan Change Structure Strategy

Change Strategy
Guiding Principles and tools
We apply the following Guiding Principles and tools and techniques in Change Strategy activity.
Guiding Data-driven customization Align to business case Evolve with agility Take the long view
Principles Strategic decisions and Approaches and activities must Design with flexibility to Help the client see beyond
recommendations should be based show clear support of achievement capitalize on insights from EY initial adoption, looking instead
on data and analysis from EY of the client’s desired business Change Insights and iterative to sustainment and constant
Change Insights and other analytics outcomes and return maximization measurement platforms improvement
tools
Strategic frameworks
Tools and Change Journey Map
Best practice strategic programs
techniques EY Change Insights Visually depicts the
include industry, organization and
context questionnaire EY Change Insights workstreams, activities,
Initial tool to help us gather behavioral profiles moments that matter and workforce context; goals and
critical context and early Helps us to understand the resulting experiences of the business case alignment; program
data that provides direction client’s workforce in terms of change program to show and team organization; program
to strategy development their likely response to change compounding progress towards component approaches and
business case goals milestones; risk and reporting
processes

Best practice spotlight
Change Strategy and EY Change Insights
► The EY Change Insights tool provides a single platform to underpin the delivery of a change program. The context
questionnaire element of the tool (below) is an initial evaluation questionnaire that can be used to understand the
nature of the change and the expectations and priorities of the key stakeholders involved in the program. This helps
capture early insights for the Change Strategy while setting the foundation against which the change program’s
progress can be assessed.
► Additionally, the EY Change Insights solution includes workforce behavioral preference capabilities. Individuals and
the population can be segmented into one of four dominant profile types. This understanding of workforce
composition and behaviors provides valuable inputs into developing the right strategy for the organization.
► Updates to strategy can be informed by insights from the tool throughout the course of the program.
EYCI context setting questionnaire EYCI segmentation dashboard

Change Management Office portfolio management
The role of the Change Management Office Today’s Transformative Age requires organizations to maintain performance while innovating both their business models and their business environment, asking leaders
(CMO) is to identify and develop processes and the workforce to do more, differently, often with less. Many are embarking on initiatives to transform their business to maintain market leadership and competitive
and tools for assessing, prioritizing, innovation, while reducing the cost of operations. Leaders of these organizations are recognizing the need for robust transformational change management to deliver
sequencing, planning, delivering and individual program and/or a prioritized set of initiatives across a portfolio of programs that will drive efficiency and business value. A robust Change Management Office is
monitoring a change program and/or multiple essential in driving consistent quality delivery on project(s) as it provides a rigorous co-ordination approach, measurement framework and platform to underpin change
change initiatives across the organization. The efforts and the achievement of business results.
CMO plays an active role in:
► Co-ordinating change activity across all
workstreams and/or projects
► Assessing change complexity for each Context
initiative and accordingly determining the
► A Change Management Office can be established for an individual program (normally major programs and typically multi-release) and/or a portfolio of programs where
number and competency of change
the office oversees delivery of a number of programs in parallel
resources required
► EY can blend PMO and CMO capabilities, integrated with our Advisory Project Management offerings, dependent on the scope and scale of program requirements
► Integration, alignment and partnership with
functions, such as PMO and formal ► On smaller programs the same activities typically need to be undertaken to co-ordinate change delivery, albeit on a smaller scale
governance roles
► Developing and rolling-out a consistent set
of change methods, tools and processes Benefits Some client experiences
► Developing capability through provision of
change delivery expertise, method, ► Provides confidence that change delivery will be
approach and coaching effective
► Reporting on program progress, risk and ► Improved visibility, sequencing, and integration of
issues and supporting resolution activities transformation within the enterprise
► Maintaining a focus on the corporate ► Tracking and measuring progress against established
change landscape in order to effectively KPIs and benefits case
sequence and prioritise future change ► Effective use of limited time from change experts
initiatives ► Standardization and measurement of change efforts
► Driving alignment and integration between ► Increased organisation agility and adoption to cope
various change initiatives with ever increasing change Duke Energy
► Maintaining partnerships with the wider
Lamb
change eco-system, e.g., Corporate Watson??
Communications, Corporate HR, L&D, etc.

EY’s approach to establishing a Change Management Office is scalable from individual programs to an organization-
Designed for
wide Transformation Portfolio. Our CMO capability is designed to evolve as the organization develops and increases
growth
its change capability and collective capacity.
Aligned and EY uses a variety of assessment tools to model and develop an appropriate CMO organizational structure that is
optimized aligned to the program's strategy and business goals and optimized for efficiency and lean operations.
EY integrates the best elements of the Agile methodology to increase time to value in delivery and in measurement of
Rapid time to
change. Rapid assessment, intervention delivery and measurement allow for quicker progress through the change
value
curve while minimizing upfront effort.
Data driven We offer clients a suite of digital analytic tools and accelerators, complementary and increasingly integrated (including
and digitally our EY Change Insights tool) to support CMO activity and provide transparency of when a project is on or off track in
enabled near real-time.
At EY, we understand that purpose-led companies outperformed the S&P 500 by 10x from 1996–2011 and, therefore,
Purpose
in our role as a CMO, we always consider the purpose of the organization at the forefront when sequencing and
driven
prioritizing change initiatives and activities.

Approach overview
Program phase Discover and Prepare Explore, Realize, and Deploy Run
1.Establish the Change Management Office (CMO) and
Key steps 2.Manage change delivery* 3. Institutionalize/ transition CMO*
develop Change Delivery Approach
Objective ► To establish the model, structure, methods, governance and processes ► To monitor the delivery of change initiatives across ► To equip the business with internal CMO capability to become
required for establishing, running and sustaining the CMO. program/portfolio self-sufficient in change delivery (optional) or transition CMO
► To ensure adequate representation and alignment of change delivery ► To deploy change methodologies and tools during the activity to BAU functions/ roles
structure methodologies and tools, with plans and business priorities transformation project
Key activities ► Establish the case for a corporate or program/portfolio level CMO, and ► Align program milestones and ‘Moments that Matter’ from ► At key intervals, run workshops to capture and reflect on lessons
seek executive sponsorship Change Strategy, update Business Change Structure and learnt from program delivery (i.e., what went well and what could
► Define the operating model for CMO: leadership structure, roles and develop single, Integrated Change Plan be done better to improve delivery and build capability).
responsibilities, RACI (including corporate partnerships and interfaces), Implement lessons learnt in subsequent change initiatives
► Coordinate interdependencies and oversee the delivery of
governance and reporting framework along with KPIs change initiatives across program/portfolio ► Conduct on-going change capability assessment to determine
Partner with functions, such as PMO and formal governance roles the overall CMO capability
► ► Track, monitor and report progress, issues and risks at
Identify and mobilize existing change expertise across the business program/portfolio level, leveraging appropriate tools, e.g., ► Develop CMO transition plan to BAU (Optional – if BAU CMO
Optional
►
and establish a community of change; appoint experienced CMO Change Insights, depending on the complexity and type capability to be established)
resources of change initiative ► Develop a Change Experience delivery methodology and toolkit
► Review high-level Change Impacts analysis for the program or portfolio ► Agree with each change initiative lead, and subsequently, as well as training material
of programs to determine the quantum of change the organization is monitor, the approach and KPIs for progress tracking ► Run training sessions for targeted groups (e.g., change
experiencing community, change delivery resources, etc.)
► Establish Change Delivery Approach; estimate resource requirements; ► Summarize achievement against business case and handover
sequence and prioritize change initiatives across program/portfolio change deliverables
Example outputs
and client
deliverables
CMO Charter [including Business Change

CMO Structure and Structure Integrated Change Plan Change Delivery Change History Updated Change Plan BAU Handover
Change
Governance) (including Milestones) Approach Assessment Report
Program Report

We apply the following Guiding Principles and tools and techniques in Change Management Office activity.
Guiding Understand the change landscape Retain focus on purpose and What gets measured gets done Leverage tools and
Principles Take time to understand the outcomes Agree the metrics that matter to accelerators
organization, the broader change The CMO must drive the team or change success and relentlessly Use of robust, digitally enabled
landscape and what works and project to maintain a relentless focus track these to enable the right CMO tools to drive delivery
doesn’t in the client environment on business outcomes across all areas interventions, as required quality and transparency
Tools and
techniques CMO Maturity
EY Change Insights
Enterprise PPC and dashboards
CMO methods and delivery Framework
CMO Operating Model Transformation Guide Digital platforms and
accelerators Provides tracking and
Pre-existing models of Ability to assess relative Digital change toolkit of dashboard enable
Proven governance models, reporting capability near
previous change projects vs. desired maturity of guidance, tools and clients to define and
plans, responsibilities and real-time to assess if a
to support accelerated CMO function templates to enable change implement complex
resource estimation tools and program is on or off track
establishment of the delivery and capability build programs from strategy
methods to accelerate CMO set- and the ability to course
CMO across the enterprise to execution
up and support consistent delivery correct

Change Management Office and EY Change Insights
► EYCI provides a simple, streamlined and flexible platform to track
and report progress and achievement of change and program
milestones:
► Rolled up view of milestones at the program and Wave level with color
status indicators, provides speed and ease of insight by the CMO
► Milestones can be set at Wave or business group level Program Tracking via Calendar View
► EYCI also helps the CMO report and track critical risks and issues
to inform overall status of the Wave/Program
► Finally, EYCI helps the CMO continually track and monitor the
progress of programs across a unified set of key change measures,
informed by survey and business data:
► Business Readiness
► Sentiment + Awareness
► Resistance
► Workforce segmentation
► Change effectiveness (participation, quality and consumption) Portfolio View
► Adoption/Key Behavioral Indicators(KBIs)

Roles and responsibilities
Change Management Office activity focuses on:
► Driving efforts to get the business ready for the Business Transformation
► Developing capability through provision of change delivery expertise, method, approach and coaching to the team
► Driving alignment and integration with other change initiatives and cross-workstream dependencies and helping resolve key risks as and when they occur
EY-led activities Client-led activities

► Develop the Change Roadmap, End-to-End Plan, Resource Plan, structure The client will lead/support these activities and provide input, review and
governance and critical path across workstreams, functional areas and suggestions as appropriate:
tranches/tasking statements to execute required change management activities ► Lead the Change Delivery activity, including progress and issue tracking and
► Co-ordinate all change workstream activity and develop and manage progress resolution across program/portfolio
and issue tracking and resolution across program/portfolio ► Support integration with other programs or corporate bodies
Change
► Support alignment and integration/dependencies with other initiatives and across ► Provide input into the RACI, set up and governance for the CMO
Management
workstreams
Office
► Lead the team and support capability development, including coaching and
guidance on change delivery approach, method and tools and develop a
supporting change toolkit for each phase (optional)
► Support on-boarding of new personnel into the Change Team and promote
understanding of change activity and importance
► Detailed integrated Change Plan ► Risk and issue management

► Change Roadmap ► KPI definition (leading and lagging indicators)
EY deliverables ► Delivery structure ► Change measurement and tracking
► Governance and progress reporting ► Change Maturity Framework
► Capability build approach and materials (optional)

Engagement and experience

These focus on articulating the reasons for change in a simple, compelling way (aligned to
Purpose, Vision and
the organizational purpose and drivers) that resonates with those impacted to help generate
Case for Change
understanding and buy-in.
This focuses on building a rich understanding of employee needs, behaviors and pain points
Engagement to help inform program activity, bridge user expectation gaps and ensure the outcomes of
Experience Design
and the Transformation activity are fit for purpose and will be successfully adopted in the client
Experience environment.
Stakeholder Stakeholder Management, Communications and Engagement essentially acts as the voice
Management, and face of the program. They segment stakeholders into logical groupings and deliver the
Communications and right messages at the right time to the right people, taking them on the journey from
Engagement awareness to understanding to adoption.

Purpose, Vision and Case for Change
The focus of Purpose, Vision and Case for Every individual has a basic human need to feel they are part of something purposeful. People don’t buy what you do or how you do it, but why you do it. Creating a
Change activity is to articulate the reasons for compelling and clear purpose, vision and case for change narrative, together with a relentless focus on business outcomes helps drive understanding and support for the
change in a simple, compelling way (that change. Research suggests that organisations with a compelling purpose are better at managing change because they have …
aligns to the organisational purpose and
drivers) and that resonates with those Inspired people Attract customers Market leading performance
1.4x 3x 73% 14x 133%

impacted to help generate understanding and
buy in. We always start with and anchor our
activities in this area with the 'why‘ and also
encourage this throughout all program Employees are 1.4 times more People are 3 times more Of global consumers would switch Purpose-led companies ‘Meaningful brands’ outperformed
communications. We also balance this with engaged and 1.7 times more satisfied1 likely to stay1 to brands affiliated with a purpose2 outperformed the S&P 500 by 14 the stock market by 133% in 20154
the business outcomes we are trying to times between 1998 and 20133
achieve to feed into the wider benefits
management process. This helps keep the Context
programme focused on the drivers for the
change and the organisation benefits the Whilst developing a purpose statement for a program is not always essential (vison and case for change are) we highly recommend this as it helps make the programme
program is trying to achieve. This area meaningful and relevant for different stakeholder groups involved in the change. Where purpose activity is undertaken for a project we develop a 'nested' purpose, i.e., a
comprises of: program purpose that is distinct from but aligned and linked to the overall organisational wide purpose (see best practice examples). Purpose, vision and case for change
activities should always take into account the business case and benefits drivers for the programme to create a clear ‘Why story’ for the change programme. The aim is to
1. Purpose – articulates ‘why we need to
establish an emotional connection to the programme and its reason for being by bringing to life and articulating this in a compelling narrative that resonates on a personal
undertake this programme of change’
and organisational level.
2. Vision – articulates ‘what’ the change aims
to deliver in the future
Benefits Some client experiences Important notes
3. Case for change – articulates the burning
platform and ‘why sticking to the status ► Creates an emotional narrative for the change, driving This is not about creating an organisation’s purpose. For
quo isn’t an option’ buy-in and supporting powerful branding, this, reach out to specialists such as Sharon Darwent in
communications and engagement activities EMEIA, Jen McLaughlin in Asia Pacific and the Purpose
Realised team in the Americas. This method is about how
► Makes the change more sustainable by creating clarity, to bring purpose to life on a transformation programme.
consistency and confidence in the future
► Helps the programme focus on the benefits of the
change and informs change strategy to ensure
alignment to the outcomes
Source: 1 The Energy Project, What Is Your Quality of Life at Work, 2014. 2 Edelman, The goodpurpose study, 2012.
3 Raj Sisodia, Firms of Endearment, 2014. 4 Havas, Meaningful Brands Index, 2015

The “why” approach, co-developed with best-selling author Simon Sinek, provides individuals, teams and
The “why” organizations with a unified rallying cry. A shared “why” helps simplify and unite people around the change.
effect While it’s not vital for every program to have a purpose statement, creating one helps with narrative and
messaging for the change and keeps program activity focused on ultimate outcomes.
Backed by a EY’s global network provides on-going research, advice and insights through its community of purpose-led
global transformation specialists and partnerships (such as EY-Sinek) who aim to inspire and amplify the growing
purpose movement of purpose-led businesses. This community can be leveraged as appropriate (e.g., format, tone,
community approach) to convince and galvanize buy-in for the importance of investment in the change journey.
Through our eco-system of suppliers and Creative Comms. Team, we constantly scan the market for new
Innovation
creative and distinctive approaches to help create distinctive and memorable Vision and Case for Change
at the heart
content, communication and experiences.
Humanizing Focus on incorporating storytelling techniques and broader organizational involvement to develop the Vision
a business and Case for Change. This personal approach helps to humanize and bring to life what can often be dry
case material and helps people engage with the future vision.

Overview of the method and deliverables
Program phase Discover, Prepare and Explore Realize, Deploy, Run
1. Establish the program purpose and align with the 2. Co-create the Vision and Case for Change 3. Activate and engage across the organization through
Key steps broader organizational purpose Communications and Engagement approaches
► To align leaders around the overall program purpose, ► To align leaders and co-create the vision and case for ► To engage employees and key stakeholders in the Purpose,
connecting to the organization’s broader purpose and the change, aligned to the program purpose, business case and Vision and Case for Change through creative
Objective program business case. benefits. communications and engagement — this should be part of
the Communications and Engagement workstream.
► Analyze the business case, benefits and change drivers ► Analyze the business case, benefits and change drivers ► Activate the purpose/vision and case for change with all
► Explore employee, customer and leadership ► Conduct interviews, focus groups and secondary research users and stakeholders, through creative and engaging
perspectives to understand how the program will help with employees, customers and key leaders on why status techniques that are distinctive and memorable, e.g. Hero’s
the organization to realize its reason for being through quo isn’t an option, and what the inspiring vision for the journey
interviews, focus groups, secondary research. future might be ► Align all subsequent communications and events to the
Conduct a Purpose Workshop with Senior Leadership to Develop a compelling case for change narrative with leaders purpose, vision and case for change messaging and
Optional
► ►
develop the program’s “why” story, aligned to the and people at all levels in the organization, clearly capturing narrative
Key activities organization’s purpose, strategy and program business what is changing, why, how and “what’s in it for me” ► Embed the purpose/vision and case for change in all
case ► Create a rich and illustrative visual/animation to capture the appropriate BAU policies and processes (as appropriate),
vision, describe the better future the change will create and e.g. recognition and reward
[Connect with the Purpose Realised community and/or Purpose the steps to get there using language they understand ► Align program activity to Purpose and refine key
specialists to seek advice and guidance along the way] ► Test the purpose, vision and case for change in employee messages/channels (as required)
and stakeholder meetings or focus groups (include
sentiment, language and imagery) — strengthen as required
Example outputs and

client deliverables
Visually engaging outputs for Sentiment Analysis Purpose, Vision and Case for Change
Program Purpose Vision Statement Case for Change Purpose, Vision and Case for Change Activation approach
Dashboard

A compelling narrative helps drive meaningful outcomes that land with impacted audiences. Some Guiding Principles are outlined below to
help in developing a strong program narrative.
Impactful delivery and execution — some options to bring Vision
Guiding Principles to evoke emotion and belief
and Case for Change to life (once developed)
Appeals to the head and heart
Personal message, not corporate communication

Animations and videos Galvanizing look and feel theme
To share the “why” story in a An impactful anchor theme for the
Tailored to the context simple, visual and engaging way program to create stand out
Created by leadership at all levels
Adapted to reflect employee feedback Hero’s Journey Immersive experiences Sentiment analysis
To connect on a personal To bring to life the future To pulse check and
level with a meaningful state so audiences can understand if your “why”
story to share the why of see it, feel it, smell it and story is landing, allowing
“Stories constitute the single most powerful weapon in a
the program at signature truly experience it you to gather insight to flex
leader’s arsenal.” events as appropriate
— Dr Howard Gardner

Developing a compelling vision and case for change narrative
Example of best practice story structure
Start with a personal or organizational story from the past to set the scene and build context. How is this
1 Why do we need to change now? ►
relevant to the situation you are facing now?
► Share anecdotes that illustrate why we have to change.
Describe the consequences of preserving the status quo. What has happened to trigger the need to
2 The burning platform. ►
Why can’t we go back? change? What are the consequences of carrying on as we were? What is the size of the opportunity we
can go after?
► Describe how we are going to do this (first x, then y, then z — your top priority initiatives). What are the
3 What will we do?
What needs to change and how? main challenges and how will we overcome them?
► Add what YOU will do as leader or the organization will do. What specific actions will be undertaken?
► Describe a compelling vision of the future (personal, team and business). Where will the company/your
4 What do we want to become?
team be five years from now? What it will look like when things have changed? What are the values
underpinning the vision?
► Describe using language that resonates with the team, the key benefits of achieving the vision and of
5 What’s the prize if we change
successfully?
pursuing mind-sets and behavior shifts. What would be the impact on the company? What are the
incentives to change for individuals and members of the team?

Relevant eco-system partners
If clients are undertaking a specific program related to purpose discovery or activation, the services and resources of the Beacon Institute
may be helpful.
The EY Beacon Institute is a community of executives, entrepreneurs, academics and luminaries advancing purpose-driven business.
We are also a think tank focused on the evolving role of business in society and how to translate corporate purpose from aspiration into
action. Working across three pillars, EY Beacon differentiates EY with boards and C-suites as we help clients unlock the power of purpose
to drive performance.
Client connections Community and convening Content
From vision to value Curating and community Leading the conversation

► Advancing business development (BD) via ► Establishing EY and Beacon as a ► Thought-leadership reports combining
C-suite meetings and workshops, benchmarks leading voice on purposeful business quantitative data and qualitative analysis
and metrics ► Facilitating and fostering ► In-depth case studies and people of purpose
► Empowering individuals to have a strategic communication between GCSPs and features
conversation with clients about their purpose C-suite ► Event videos, documenting and
and strategy ► Events: World Economic Forum in disseminating insights from Beacon events
► Working with service lines as subject-matter Davos, Innovation Realized, WEOY ► Tactical pieces, including short-form articles
resources to explore purpose opportunities and Beacon–produced and and blogs, event summaries, report spin-offs,
► Developing strategic partnerships to sponsored events in global hubs such significant social media activity, etc.
credentialize EY and co-develop thought as NYC and London ► Collaborating with business leaders and
leadership (e.g., HBR, Oxford SBS) academics to test and validate thought
► Shifting perceptions of EY’s brand from leadership frameworks and tools
transactional to transformative

Purpose, Vision and Case for Change focuses on:
► Co-creating a “why” story outlining the purpose for the program, aligned to the broader organizational-level purpose (optional, to be leveraged depending on the nature of the
Transformation)
► Developing a compelling vision and rationale for change that can be used to communicate and engage with stakeholders (program, business and external) as to why the program exists,
why it is beneficial for the business and what is driving the need to do something different
► Carrying through the narrative and visuals produced throughout the program lifecycle, acting as anchor creative and messaging, to help the program stay focused on why it ultimately
exists

► Analyze business case, benefits case and change drivers ► Provide important organizational context to help shape the “why” story, vision
► Undertake qualitative and quantitative research including: and case for change
► Purpose/Vision and Case for Change workshops with Leadership ► Participate in Purpose Workshops to support in developing purpose, vision and
Purpose, case for change content (optional)
► Interviews, focus groups and engagement surveys
Vision and ► Review narrative and creative and provide feedback and suggested
Case for ► Produce the program “why” story and/or vision and case for change narrative and
improvements
Change key messages
► Responsible for sign-off of deliverables
► Create a creative and visual depiction of the vision
► Support Communications and Engagement workstream activities to lead from the
► Develop activation Communications and Engagement Plan as part of
front and communicate narrative
Communications and Engagement workstream activities
► Test with Program and Business Leadership and achieve sign-off
► Purpose “why” story (optional)

EY deliverables ► Case for change narrative
► Creative vision

Experience Design
Experience Design
The role of Experience Design (ExD) is Employees increasingly want the same experiences in the workplace that they have as consumers. Transformation programs often lack these qualities and overlook the value of human insight. In
to create the conditions through which today’s transformative age, we have access to so many new findings and capabilities that should shape the way we think about human needs and behavior. Regardless, many companies believe
the program delivers resonant, they ‘already know their people’ and what they need and want, typically leaving these considerations downstream on the project. Investing in these capabilities earlier however, as part of the
seamless and frictionless interactions integrated solution design process, broadens findings and new ways of thinking about human behavior and helps the transformation program achieve a consumer-grade experience.
during key “moments that matter” to The ExD stream adds value in two main ways:
impacted stakeholders. Developing a
► Impacted people become “co-creators” of a future that has represented and understood who they are, and what they need to get there; programs avoid making broad assumptions about
rich understanding of human needs
groups due to shared demographics or org level by including psychographic data like preferences, dislikes, values and motivations
through a qualitative and quantitative
study of motivation, behavior and ► If we enhance our understanding of human needs and purposely “engineer” the experience to drive adoption from the beginning, gaps will surface earlier as solutions/processes are being
sentiment informs program activity, designed, and change interventions will become truly fit for purpose
bridges expectation gaps and helps
ensure the outcomes of the
transformation activity are fit for Context
purpose and will be successfully
adopted. While ExD employs the same human-centric design techniques found in User Experience and Employee Experience studies, the significant difference lies in that ExD activity starts upstream in the
project, enabling a greater influence of the design for an improved human experience. ExD considers what the change journey for a particular transformation will be like for the people impacted,
and what must be done to improve it, identifying the key “moments that matter” during an implementation, leading up to Day 1 of a post-merger integration, or required to launch a new operating
model. By focusing on what matters to the individuals impacted by the transformation, change interventions become targeted, relevant and likely to drive adoption due to the level of insight gained
upfront that informs subsequent activities. The ExD approach has now been integrated into our change delivery approach, but, however beneficial, it may not be required for every transformation.
What is included?
Benefits
1. Developing profiles and scenarios
to create personas and experience ► Human needs, behaviors and expectations captured using robust quantitative and qualitative research
maps methods, with the mix customised for the particular client situation
2. Applying design thinking techniques ► Personas deepen traditional stakeholder analysis by surfacing user expectations and preferences for
to improve solutions/processes and the change experience
identify possible improvements ► Optimised learning and personalized communications and engagement across impacted end-users
3. Curating Moments that Matter for and functions
more effective change interventions
► Valuable input for System Integrator and Design Teams (on systems programs)
4. Develop ExD report to shape future
change interventions ► Drives early identification of user experience gaps within the future-state enabling the business to
address pain points and project dependencies
► Supports improvements in UI and EX activity (where appropriate)

Experience Design
Fully ExD is a core component of our change delivery approach and is compatible with Customer Experience (CX) and
integrated with User Experience (UX) workstreams on large transformations. Human-centered design techniques (such as personas,
our change current and future state experience mapping) are used to understand stakeholder expectations and pain points early
delivery in the Transformation and the insight from this work helps inform the delivery approach and complements traditional
approach activities such as Stakeholder Analysis, Change Impact Assessment, communication/engagement and training.
Transformations often under-invest in human insight, believing they already know their people. Through deliberate
examination of demographic (e.g., physical location, rank) and psychographic data (e.g., motivations, preferences),
Early insight
we are able to get early visibility of expectation gaps, giving us a much better chance of addressing challenges and
concerns with downstream change interventions.
Influence In digital transformations and technology implementations, early interaction enables us to bridge the gap between
solution end-user expectations and those of the software or product partner, empowering the client to better influence upfront
design solution design and provide greater confidence that the solution is fit for purpose.
Consumer- ExD outputs provide a rich understanding of impacted stakeholders and help us to engage and provide targeted
grade communication, learning and performance support with truly consumer-grade levels of personalization and empathetic
expectations responsiveness. Additionally, UX work helps build a community of a representative users or user cohorts who are
met valuable in validating design, executing testing cycles and providing high-touch business readiness and adoption.

Experience Design
Overview of the method and deliverables (Typically, for system projects only)
Explore, Realize, Deploy
Program phase Discover and Prepare
and Run
1. Develop Experience Design 4. Identify Moments that 5. Develop Experience Design 6. Monitor Experience Design
Key steps Approach
2. Develop Personas 3. Create Experience Maps
Matter Report components
Objective ► Align program and client ► Identify most represented ► Co-create Experience Maps and ► Identify naturally occurring high ► Consolidate all Experience ► Refine and evolve initial
stakeholders on the scope and preferences, needs, sentiment mapping session materials based and low points of sentiment Design work products and Experience Maps and Moments
approach of Experience Design and demographics by those on the scoped future state and/or effort in the experience insights into a singular report that Matter for the most effective
efforts individuals with similar behavior processes / experiences being mapped future state
Key activities ► Align program goals and ► Review behavioral data to identify ► Align on a set of Experience ► Align on the recommended ► Align the key Experience Design ► Align on what is need to support
principles to client culture trends and similarities Maps that accurately reflect the Moments that Matter to enable activities and timings to develop impacted populations through the
► Draft design principles for the ► Develop range of profiles that experiences of each Persona by the program's desired business cohesive Experience Design change by routinely revisiting
Experience Design Approach surface the needs, preferences experience phase outcomes Report Experience Design elements and
► Identify all impacted and involved and sentiment of the impacted ► Host mapping session with ► Identify the needs that will be ► Consolidate and feed outputs refining change interventions
audiences audience program team and representative addressed by the proposed from Experience Design activity ► Revisit tracking elements in
► Align on set of Personas that stakeholders of involved solution design and the needs into other workstreams approach and align on the
accurately segment and Personas that will need to be addressed by ► Develop recommendations for cadence and methods for
represent the impacted audience ► Map experiences by role or change interventions appropriate change interventions evolving Experience Design
by behavior process area and capture a ► Compile insights and ► Create Experience Design
► Draft story narrative and summary of Persona key needs recommended actions to improve interfaces, including
snapshot to summarize Personas the change experience demonstrations or simulations to
improve user experience
Example outputs
and client
deliverables
Experience Design Principles

Persona Experience Design Report
and Approach

Experience Design
Typically, user experience is not considered until new ways of working are about to be introduced. In the new Change Experience approach, the ExD
Team form part of the core Change Team and approach. ExD activity starts upstream in the project, enabling a greater influence of the design for an
improved human experience. The core principles and tools that form the basis of this approach are outlined below.
Guiding People-centric Representative user base UX/Program integration Test and learn
Transformations often under-invest in Users need to feel heard, understood and represented Starting with an upfront pilot and It is often easier to start with a pilot, test
Principles user insight, believing they already at the design table. For optimum return and credibility, it demonstrating outputs builds credibility. and learn and then extend.
know their users. It all starts with is important to invest in upfront analysis to ensure you It is then important to spend time
empathy for the user — what really involve and target a representative user base within the upfront to integrate the ExD approach
matters to them and why. impacted population. Additionally, extreme user into other program activities and get
observation activity provides valuable insights into how agreement and support across
users undertake activity day to day. workstreams.
Gaps, expectations
Personas Current State Journey Map Future State Journey Map
and requirements
Tools and
techniques

Experience Design
Best practice example (Australian defence organization)
Typically, only relevant on systems projects
User persona | Current state User requirements and priorities Future state | Gap analysis Integrate with design activities Iterative testing with user cohort
Provide ExD inputs

Identify representative personas and capture Extreme user testing and capturing user stories, Develop the future state user experience and Establish and run user cohorts to test the user design
(as seen, left) to ensure Experience Design is outputs from the Design Workshops and/or solution
hassles, delights and pain points linked to prioritizing their requirements identify gaps to user expectations. Feed into
adequately covered during Design Workshops and products and provide feedback on meeting user
current state processes and reporting program management tracking, e.g., expectations are considered. Progress in addressing
implications or risk register, as appropriate expectations
expectations is tracked
PREPARE
UX Journey
Hold interview with Working session with

Identify extreme users to Use interview output to Identify what will and Accelerate the CDTs Input insights to the Assess minimum viable
employees to identify software partner to develop understanding and Test outputs with user
Identify personas determine requirements identify user stories and won’t change in future Design Preparation product against future user
current state and pain and user stories requirements
ideal future user
state empathy of the user Workshops
cohort
expectation
points linked to role experience
Explore
High priority gaps fed into

Input insights to the fit-to- Provide feedback to
Validate output with Prioritize user the implications
purpose and Delta Design Capability Design Teams
requirements register/program risk *See slide 11 &
the user cohort Workshops for iteration
tracking
12 for detail
Playback and challenge of design and solution outputs, whether

Gap Analysis requirements
User study they are addressing user requirements and expectations

Personas
outputs
Future State Journey

User
contribute to the
design teams
Outputs
✔
Current State
Journey
Comms. and Provide user delights and disappointments, which come out of user study outputs to the Stakeholder
Engagement Management and Communications stream, to support targeted communications and engagement
Input into
Feed outputs from the user stories into the Learning stream for incorporation into program training
Learning and learning activities
Process design Influence process and solution design to enable the solution to be designed with the end user in
mind, testing regularly to ensure user requirements are met and gaps are addressed

Experience Design
Personas overview
Stakeholder groups Personas The right personas …

What? Categorical classifications of like groups of Fictional characters designed to represent
… assist in better understanding employees’
preferences, wants and needs, enabling
employees based on distinct organizational employees’ profiles, emotional and behavioral
organizations to appeal to their hearts and
characteristics attributes, as well as needs and expectations
minds to drive sustainable change
Why? To identify and understand different groups of To capture and communicate employees’ Comprehensive personas include:
employees and facilitate logistics around needs, pain points, motivations and
communications and training expectations to better engage them in change
Benefits Reflects the organizational structure Unifying framework to understand Personal story Education/
and uses and identifies the leaders responsible different workforce needs and (age, role, experience Behaviors
for driving change in each area experiences across teams and tenure)
geographies
Facilitates the identification of
change impacts within each area Single characters that represent many
people and are highly relatable
Allows for the development of Motivations
Frustrations Delights
change interventions that may be Allows for change interventions to be
relevant at a team level but are not tailored to suit individual employee
tailored to each individual needs and desired experiences
Learning style Communication

and channels style and
channels

Experience Design
Method for selecting the right personas
Broad coverage across Alignment to process teams
Greatest impacted users High volume vs. key transactions
impacted areas (optional)
Use quantitative data to identify the
Ensure we have representation Align approach and users to study
top most impacted roles for scope, Identify the top transactions that will
across the majority of impacted with process design teams
consistent with the Change Impact have the greatest impact on UX
groups (without duplication)
Report
Multiple drafts or options Roles agreed in full

Depth of coverage Capacity planning
for consideration and progressed
Test and iterate role choices for user

Represent a cross-section of roles Check the BCM UX Team capacity Roles and individuals confirmed,
studies with Program Leadership,
and levels, primarily focusing on the vs. stream activity to conclude a Capability Design Team Leads
Change Agents and other
frontline number of user studies consulted and meetings scheduled
representatives

Experience Design
Mapping moments that matter
An Experience Map is a holistic visual representation of the components of an experience an individual or group passes through during a discrete process, activity
or other defined timeline.
Employees are not simply the customer of the Transformation, therefore, the Experience Mapping approach should be used to depict broader change journeys
rather than system-level execution.
Typical process: Moments that matter Experience Mapping exercise Experience Map depiction (with personas)
► Identify a typical process — what are the key ► Identify the stages or transition points in the typical employee ► Depict the Experience Map, including pain points, expectations, must-
high level steps? journey haves. Note: can also include graphical representation of the layers,
peaks (highs) and valleys (lows) and develop Current and Future
► Consider also, in this process, the moments ► Capture a summary of the hand-off points in the journey between Journey Maps outlining at each stage
that matter in the users day-to-day the user and others against each major stage
experience ► As the program moves forward, feed the outputs from the user studies
► Capture and consider what the persona group may encounter in and journey maps into training, and communications to feed more
each stage, layer by layer: personalized interventions. Outputs can also be fed into process
► Behaviors, feelings and thoughts design activities on a process transformation to help ensure user
requirements are considered in future design
► Points of friction, pain points and opportunities
► Key motivators and delights
► Identify the peaks and valleys of the journey (optional)
► Consider what the future must-haves are

Experience Design
Examples of best practice
Australian Defence Organization Other global examples
Character development (GDS)
Personas
User requirements provided for System Integrators
Personas
Current State Journey Maps
Future State Journey Maps

User requirements and gaps
Future State Journey Maps

Experience Design
Experience Design focuses on:

► Developing a range of user personas and scenarios that surface user expectations and requirements for the change
► Driving early identification of user experience gaps between persona expectations and likely future user experience, enabling the business to:
► Start the gap and implications conversation early within the Business Transformation to address pain points
► Highlight areas where we need to focus to address other project dependencies
► Personalize communications, engagement and training across impacted users and functions
► On a systems project, feeding ExD inputs into process design activity (use cases, process sessions) and solution output testing — the team may, in some cases, also focus on transaction improvement
activities

► Scoping of ExD activity for the business — undertake activity to scope and quantify the breadth and ► Support ExD scoping activity and identification of
depth of ExD activity representative personas in the business
► Develop a recommended approach and plan and agree this with the client ► Review and agree ExD approach and plan
► Develop ExD principles ► Support in establishing user sessions and introduction of ExD
► Use data and interviews to agree representative roles for user studies Team
► Undertake user study activity and develop associated outputs including: ► Participate in Experience Design sessions and review of
► Design and develop persona outputs
User ► Capture current state process (for major role activity area), summary pain points and requirements ► Review ExD outputs and findings and provide feedback
experience ► Test with user cohort ► Run user forums (using cohorts) to test project outputs against
► Undertake extreme user observation
Design Principles and expectations
► Develop future state process, including capture of what will and won’t change
► Support progress tracking for realizing ExD benefits
► Identify and capture gaps to user expectations
► Produce summary report on findings across all job groupings
► Share outputs with Program Leadership and finalise
► Feed outputs from ExD activity into other workstreams to inform other activities, e.g., Communications
and Training, Process Design
► Track progress of realizing ExD expectations and report on progress
► ExD scope, approach, principles and schedule

EY deliverables
► User studies (personas, current state journey, future state journeys, requirements, expectations and gaps by job type) for agreed UX scope

Experience Design
Optional additional activities for a systems program
Experience Design focuses on:
► Developing a range of user personas and scenarios that surface user expectations and requirements for the change experience
► Driving early identification of user experience gaps between persona expectations and likely future user experience enabling the business to:
► Start the gap and implications conversation early within the Business Transformation to address pain points
► Highlight areas where we need to focus to address other project dependencies
► Personalize communications, engagement and training across impacted users and functions
► On a systems project, feed UX inputs into process design activity (use cases, process sessions) and solution output testing — the team may, in some cases, also focus on transaction improvement activities

Optional — typically, only on systems projects Optional — typically, only on systems projects
► Build and test user scenarios with the business and end users ► Support scenarios development, working with SI and end users
► Test and track progress in realizing ExD benefits aligned to solution delivery — typically, tested in ► Support testing and progress tracking in realizing ExD benefits
process design sessions aligned to solution delivery
► Support high-volume transaction improvement activity including: ► Support high-volume transaction improvement activity
► Identify target transactions for improvement
► Apply design thinking techniques to identify possible improvements
► Create ExD interfaces, including demonstrations, simulation or prototypes (working with SI) to
User experience
improve user experience
► Test outputs with user cohorts
► ExD Transactions Analysis

EY deliverables
► ExD interfaces or demos

Stakeholder Management,
Communications and Engagement
Stakeholder Management
Managing and engaging key stakeholders and
Authentic, two-way engagement is one of they keys to successful programs. The success of any implementation depends on how listened to and informed people feel
the associated discipline is fundamental to
during the change journey. Proactive stakeholder management helps ensure that influencers are engaged, their position is understood and there are no unforeseen
success of any project.
blockers.
All too often, stakeholder management takes

place at the outset of a program and is rarely Context
revisited. We take an active stance with a
rigorous and disciplined approach to track and EY might be engaged in a range of programs that require effective stakeholder engagement; from culture change, HR and IT transformations to M&A transactions and
monitor sentiment and buy-in, together with reputation management. The stakeholders could be both internal and external and the program of work could be waterfall or agile in how they are developed and may be
designing personalized and tailored supported by limited or reasonable budgets. A tailored version of our approach, outlined in this document, can be leveraged for the different requirements.
interventions and activities, as required. To enable pragmatic management of typically complex stakeholder communities, EY’s approach is to logically segment stakeholders into two tiers to enable targeted and
effective engagement. Tier 1, due to their importance within the program, are actively managed through a diligent and rigorous Stakeholder Management Strategy.
Tier 2, impacted audiences, will be engaged during the project lifecycle through Communications and Engagement.
Key components of stakeholder management
include:
► Identifying stakeholders
► Understanding their needs and
concerns
► Assessing their level of influence and
support
► Preparing an engagement strategy and
plan with tailored interventions and
activities
► Executing against the plan
► Continually tracking and monitoring
sentiment and buy-in across the
program lifecycle. Benefits Some client experiences
► Effective stakeholder engagement will help improve the reputation of the program, build increased
understanding and advocacy of the program objectives and build long-term relationships and better
understanding of stakeholder concerns and expectations
► Involving people through two-way dialogue bridges that gap between the program and the business so
people feel the change is done with them not to them. This minimises resistance and encourages an
easier transition to new ways of working, enabling the business to realise benefits more quickly

Communications and engagement essentially Authentic, two-way engagement and effective communications are they key to successful programs. The success of any implementation depends on how listened to and
act as the ‘voice’ and ‘face’ of most programs. informed people feel during the change journey. Communications provide consistent messaging to the masses, selling the benefits of change and communicating key
They deliver the right messages at the right actions and updates to keep people informed.
time to the right people, taking them on the
journey from awareness to understanding to
adoption. To lead change successfully, we need to communicate effectively … … always start with why … … and communicate differently to how we have in the past.
91% $62mn 72%

Our approach starts by developing an
impactful listening and engagement strategy
leveraging digital tools such as EY Change
Insights to gather data, and then developing a
78%
of businesses state introducing businesses indicated they
communications approach that helps of employees say their leaders’ represents the cost of and using video to want to start using chatbots
communication style limits the miscommunication to business communicate with their for internal communications
differentiate the program from others and
effectiveness of their leadership, annually based on Independent employees is highly effective and employee engagement
generates buy-in across impacted audiences. according to a HBR study. Directors Council research. (Gatehouse, 2018) purposes (Gatehouse, 2018)
Our communications plan will be developed
using a blend of market-leading creative,
virtual and digital techniques and activities to
Context
foster energy, enthusiasm and engagement. EY might be engaged in a range of programs that require effective communications and engagement; from culture change, HR and IT transformations to M&A transactions
and regulatory change. They could be both internal and external, waterfall or agile in how they are developed and may be supported by limited or reasonable budgets. A
tailored version of our approach, outlined in this document, can be leveraged for the different requirements. This will help engage impacted audiences, during the program
lifecycle through the communications and engagement strategy

► Transformation programs, underpinned by memorable and impactful communications and
engagement, that drive the purpose home and are able to establish an emotional connection, have a
much better chance of embedding and sustaining the change
► Involving people through two-way dialogue bridges that gap between the program and the business so
people feel the change is done with them and not to them. This minimises resistance and encourages
an easier transition to new ways of working, enabling the business to realize benefits more quickly

Stakeholder Management, Communications and Engagement
EY’s approach
To maximize the success of transformations and to enable pragmatic management of complex organizations, EY’s approach is to logically segment stakeholders into two tiers
that enable targeted and effective engagement.
Logical stakeholder groupings Management approach Tier Segmentation rationale
These internal and external

stakeholders are key decision
1
Team makers for, or are actively
Think The few Covered in the
Leaders/ Tanks involved in, the program and
Junior Pro-active Stakeholder
will be critical to its success.
Managers managed Management
Supply They require 1:1 or 1:few
engagement approach
chain regular engagement, together
with on-going monitoring and
Subject-matter Independent
Regulators tracking.
experts (e.g., Policy,
Legal, HR, Comms.)
Media
Senior Governments
These internal and external
Workforce Leadership and elected
Team representatives stakeholders comprise the
2
The many impacted audiences and will
Covered in the
Consumers require targeted
Change Engagement Communications
Leaders communications approaches
Middle through effective and Engagement
Businesses per impacted audience
Managers communications approach
segment, relative to
Trades Unions/ involvement or awareness
Works Councils required at specific times.

Rigorous and
All too often, stakeholder management takes place at the outset of a program and is rarely revisited. Managing key stakeholders and the
disciplined
associated discipline is fundamental to success. We take an active stance with a rigorous and disciplined approach to track and monitor
stakeholder
sentiment and buy-in, together with designing personalized and tailored interventions and activities, as required.
management
At the outset, EY will seek the opportunity to be “deliberately different” to gain attention from change-fatigued workforces and competing
Pushing the programs. This helps generate excitement and interest, setting the program apart from day-to-day noise, which is essential for the program to
boundaries gain and maintain traction. In all engagement activity, we aim to pioneer creative and innovative methods, moving away from standard, static
communications, and utilizing a mix of communications with visuals, sound and movement wherever possible for maximum effect.
EY’s Communications and Engagement approach combines market-leading techniques with innovative, creative talent (EY engagement
Consumer-
specialists combined with talent from our extensive network) to bring a depth of expertise in communications strategy development and the
grade quality
delivery of a consumer-grade engagement experience.
We use impactful two-way engagement techniques to ensure strong business and people representation and involvement throughout the
People-centric
program lifecycle. We tailor our approach for each impacted audience segment to personalize the change in their language.
Always start
We create communication and engagement activities that act as the vehicle to drive purpose home and always start with “why”.
with “why”
We focus on incorporating storytelling and involving the organization’s own people in our engagement approaches and communications
Humanizing materials. This personal and peer-to-peer approach to communications helps to establish the “What’s in it for me” so that people can connect
change with the program and hear from peers whom they relate to. Humanizing the change is particularly critical for technology transformations, which
tend to be a challenging and technical subject for people to engage with, and it becomes an adventure that people want to be part of.

Our Communications and Stakeholder Management model
Our method for communications and engagement is simple but effective, starting with a Discovery or Assess phase, where challenges, opportunities and risks are all
identified. We use this information to design our approach and then follow this through with effective execution of our plan. We believe Stakeholder Management and
Communications and Engagement are not separate activities but delivery channels used as part of an integrated approach, which flexes as needed over time and
complements each other in achieving the outcomes of a program.
Assess Design Execute
Consider: Stakeholder Management

► Business strategy
The few: Pro-active managed engagement
► Type of program
Inform, engage, mobilise
► Program objectives and challenges
Equip to communicate and engage their own people and stakeholders
► Culture and environment
► Impacted audiences
► Reputation Communications and Engagement
► Positioning
The many: Engagement through effective communications
► Existing analysis and insight
Inform, direct, motivate, involve
Give stakeholders the information they need, in a way that encourages participation and involvement
► Work upfront applies to both Stakeholder ► Develop strategy and approach: “How will you ► Tracking, targeting and reprioritization
Management and Comms. to develop proceed?” ► Development and deployment of
understanding — e.g., aims, outcomes, ► Establish evaluation metrics/framework: “How Communications and Engagement activities
stakeholder segments — before specific will you know you’ve been successful?”
approaches and activity in each area of
Stakeholder and Communications and
Engagement.

Explore, Realize, Deploy &
Program phase Discover Prepare
Run
Key steps 1. Determine the stakeholders which require proactive management 3. Develop Stakeholder
2. Analyze and understand stakeholders 4. Implement, monitor and review
and identify key influencers Management Strategy and Plan
Objective ► To get an understanding of which stakeholders who need different ► To assess stakeholders level of influence and support ► To outline how the program ► To execute planned Stakeholder
levels of management, and create a single source of truth on all will actively manage key Management activities.
stakeholder insight ► To assign a Program Owner for each stakeholder and work with these influencers and Change
individuals to understand needs and concerns. Leaders over the life of the ► To optimize effectiveness of these
► To identify key influencers, i.e., stakeholders who are influential and program. activities by monitoring and refining
critical to the success of the Transformation, and who will need to be them.
actively engaged to secure support.
Key activities ► Carry out interviews with program leadership team and program ► Assess for each stakeholder their level of influence and support, capture ► Develop the Stakeholder ► Educate Program Owners on their
sponsors to understand the stakeholder landscape in the Stakeholder Database and agree targeted engagement levels Management Strategy and Stakeholder Management
Plan for key influencers and responsibilities
► Work with the program to identify key influencers, i.e., the small group ► Agree Program Owner for stakeholder relationship, work with them to Change Leaders, including
of stakeholders (internal and external) who have influence over understand the areas of concern for each stakeholder, the nature and the on-going engagement ► Execute Stakeholder Management
program success and whose support is vital level of engagement, and capture in Stakeholder Management Tool monitoring approach. To activities and receive/prompt regular
include: updates
► Capture the list of key influencers in the Stakeholder Database ► Agree responsibilities, both client-led and Change team-led, to conduct
(including group, department, location, contact details) stakeholder tracking and management - Process and frequency for ► Monitor stakeholder engagement levels,
tracking stakeholder identify and mitigate risks, lessons
support learnt and key concerns
- Suggested interventions ► Regularly review Stakeholder Database

and activities and refine Stakeholder Management
strategy, plan and messaging, as
- Roles and responsibilities necessary
Example outputs and

client deliverables
Stakeholder
Stakeholder Stakeholder
Stakeholder Analysis Management
Database Engagement Tracking
Strategy and Plan
Page 76
Program phase Discover Prepare Explore, Realize, Deploy & Run
Key steps 1. Understand the starting point for Communication and 2. Establish foundations for effective Communications and 3. Develop Communications Strategy
4. Implement, monitor and review
Engagement activities Engagement and Plan
Objective ► To understand the background to the program ► To set the tone for how the program will communicate ► To create a defined ► To deliver targeted and impactful
and engage with audiences with Guiding Principles Communications and Communications and Engagement
► To segment stakeholders and understand their needs Engagement Strategy and Plan to activities.
► To create the backbone of Communication activities support Communications and
► To understand the available channels and identify the with key messages Engagement activities ► To evaluate and demonstrate the
most effective channels
effectiveness of the Communication
► To create an easily identifiable look and feel for the
activities
Key activities ► Understand the drivers for the program and desired ► program the Guiding Principles for communication
Determine ► Leveraging inputs from all ► Deliver program Communication and
outcomes and engagement for the program to feed into the previous activity develop the ► To refresh and
Engagement update in
activities theline
Strategy and
with the
Communications Strategy and Plan Communications Strategy Plan reviewing and refining as
plan,
► Segment stakeholders into logical groupings based on
appropriate
their role in the organization and their communication ► Draft the key messages, leveraging the Purpose, ► Develop a Communications and
preferences, leveraging EY Change Insights (if Vision, Case for Change and other workstream inputs Engagement plan for each ► Complete ongoing evaluation and use
applicable) or other tools and/or focus groups audience segment using findings to inform future Communications
► Create and agree the visual identity, if appropriate, preferences analysis and/or and Engagement activity eg EY Change
► Analyze Communications channels and make leveraging the core organization brand identity where personas. Insights sentiment and awareness
recommendations to feed into the Communications possible
analysis and comms effectiveness, and/or
Strategy and Plan
other available information.
► Develop proposed channel approach to engage across
► Refresh communications and
all and specific impacted audiences
Engagement Strategy and Plan based on
ongoing evaluation with renewed focus on
celebrating successes and sharing good
news stories as the program evolves
Example outputs
and client
deliverables
Audience Guiding Principles Program Audience Segment Comms. and Animations Visuals and
Channel Analysis Key messages Sentiment
Segmentation Identity Journey Maps Engagement Plan infographics tracking
Page 77
Additional considerations in Agile environments
Context
► Agile projects need to move at pace, integrating communications closely with delivery and, in particular, training.
► Communications play a role in articulating the desired future and are an integral part of the project to make sure risks are identified, mitigated and communicated quickly.
► Despite the sometimes reactive nature of communications and engagement in this environment, thorough planning continues to be essential to provide the best chance of success. The use of social channels and collaboration
campaigns works particularly well in this environment.
Key activities and outputs
Program discovery Discovery Alpha Beta Live
► Agree narrative for overall goal ► Agree narrative for the product and ► Solicit regular feedback from users; showcase/show and tell to update stakeholders ► Deliver Communications and
► Establish Engagement and set-up for culture change, i.e., on progress; communications reflect the “bleeding” of the product into the Engagement, demonstrating benefits
Communications Strategy prepare people for a product that is organization of the product and celebrating
Activities
► Develop Stakeholder Map and not fully developed ► As the program defines the minimum viable product (MVP) and conducts live success
approach ► Develop Communications and training, conduct needs analysis and develop training materials to ensure ► Conduct hand-over, evaluations and
Engagement Plan as well as communications support and highlight benefits and the rationale of the agile lessons learnt
feedback processes and tools approach
► Use storytelling and social media blogging/vlogging and digital collaboration tools to
support the above, as well as other, more traditional channels, as appropriate
Deliver regular Communications and Engagement activities to increase visible leadership

Outcomes
Overall direction clarified — with an Key product messages agreed All stakeholders aware of progress
Users engaged and recognized for
agreed narrative, engagement and enabling mechanisms, e.g., Comms. Regular user feedback enhancing the Comms. and Engagement approach. exemplar behaviors
communications strategy and Plan, feedback process and tool etc. to All impacted users trained in an agile, live training format with the right supporting
stakeholder and approach Lessons learnt informing future delivery
be established communications
Considerations
► Articulating and reinforcing a desired end state is important to help people know what they are driving towards.
► Developing a clear narrative can be challenging and tends to focus on cultural change, high-level objectives, outcomes/future state and benefits instead of specific features of the product
► The Engagement and Communications Plan needs to consider that content and stakeholder involvement will vary between alpha and beta.
► Communications and Training must be closely integrated to ensure people are ready for new feature releases.
► Effective processes and tools need to be in place so users engage with the product and are easily able to provide regular feedback.
► Communications frequency in this environment can be more sporadic or uncontrolled due to delivery teams communicating directly with users. Establishing and agreeing Guiding Principles across program teams and a clear plan for
signature interventions becomes even more vital in this environment — a planned rhythm for communications is key.
Page 78
With organizations continuously experiencing change in an ever-changing, disrupted environment, Communications and Engagement activities need to cut
through the noise to capture the attention of a change-fatigued workforce. Stock-standard static corporate communications no longer cut it. Organizations
need to leverage deliberately different tools and techniques to get people interested and involved in the change, although consideration should be given to
when and how to use existing channels. Some core principles, tools and techniques are outlined below.
Guiding
Principles
Tools and Written content Visual content Campaign approach Social Immersive Sentiment analysis
techniques Key messaging and Video, infographics Deciding whether it Using internal and experiences Assess effectiveness
core narrative to tell and creative to share should be standalone external social networks To involve and better of Comms. and
the story of the complex, critical or part of a wider or two-way engagement connect stakeholders Engagement activities
program — the what, information in a organizational tools to engage people across the program and plan targeted
why and when simple, engaging way campaign and inform our planning interventions
These tools and techniques (and more) are all featured in the Creative Comms. Catalogue.

Australian Defence Force Metropolitan Police
Program identity Immersive events

Program visual identity and Immersive events and
theme workshops
Knorr
Animations
Infographics and visuals Two-way engagement Toolkit approach for regional adaptation Story toolkit

Relevant eco-system suppliers
Some examples of leading suppliers by region
Bonfyre Vista Imagination Beekeeper

Employee collaboration Creative communications Creative communications Employee engagement
and insight and analytics and employee experience
Mobile-first communications designed Full service communications agency Full service communications agency A digital workplace app where
to drive engagement. Single platform to spanning design, content, strategy and spanning design, content, strategy and operational systems and
centralize engagement investments. digital delivery –— providing highly digital delivery — providing highly communications channels live within
The tool can also be used to gather visual engagement products and visual engagement products and one secure, intuitive platform.
real-time feedback through Pulse campaigns. campaigns.
surveys.
GLOBAL EMEIA APAC AMERICAS

Relevant eco-system suppliers (cont.)
Some examples of leading suppliers by region
Moore & Moore Peakon

Creative Insight and analytics
Creative communications
Moore & Moore Creative is a niche, Peakon is a prominent employee

London-based design agency that engagement and people analytics
combines creative thinking with practice and offers an engagement tool
delivering consistently high-quality, that enables the collection of
cost-effective content, at speed. continuous, real-time employee
engagement data.
EMEIA GLOBAL

Relevant eco-system tools
Creative Communications Catalogue EY Change Insights tool Microsoft Dynamics tools
Destination for discovering low-cost, high-impact Driving data insights to inform Communications and
Comms. Analytics
communications approaches to help make our Engagement planning through tracking, analytics and
engagements more memorable and create traction dashboard reporting of:
Complementary analytics tools with EY Change
with change-fatigued workforces. ► Awareness & Sentiment of the impacted population Insights solution focused on tracking the impact and
► Effectiveness of Comms. and Engagement effectiveness of Stakeholder Management and
interventions Comms. execution activities.
Automate Stakeholder Management
activity and provide analytics and
reporting on progress on certain
issues/areas
Analytics on Comms. and

Engagement
► Volume
► Effectiveness
► Impact
► Reporting
Wavespace Change Inspiration Hub
Physical, mental and Online hub to encourage thinking differently in the approach to change delivery by providing
digital place to explore knowledge, information and inspiration about the latest technology, approaches and
innovative new suppliers. The hub provides inspiration and sparks curiosity across categories such as
approaches for the insight and analytics, digital creative and production, collaboration, employee sensing and
transformative age. social media.
Page 83
Change Inspiration Hub
The Change Inspiration Hub offers an innovate and enhanced approach to change
delivery by providing practitioners access to market-leading creative, digital
solutions, tools, suppliers* and techniques to support a more creative and
innovative delivery.
What you would like to do… More than 50 tools to consider: As well as a spotlight on eco-system suppliers*:
*Note: use of all tools and vendors must be checked for every
engagement against EY’s QRM and independence requirements.

Sentiment Analysis and EY Change Insights
► The EY Change Insights tool enables us to monitor employee awareness and sentiment around the change. By measuring awareness and sentiment upfront at the start of
the program provides a baseline from which we can create our change strategy and plans. Regular surveys throughout the program enables a data-driven approach to
understand how users are reacting to the change and informs how we continue to refine and deliver our comms and engagement interventions
► EY Change Insights also enables us to directly measure the effectiveness of our comms and engagement interventions
► Awareness, sentiment, and effectiveness, rich analytics and interactive dashboards help to identify which business areas/groups need more investment of effort from an
engagement perspective and what type of interventions would be most appropriate (linked to change success factors such as Vision and Case for Change, Leadership,
Commitment)
1
► Employee sentiment assessments would typically be undertaken at regular intervals to understand how users
User arebreakdown
sentiment responding to the change. Rich analytics and interactive
2
dashboards then help to identify which areas/groups need more investment of effort from an engagement perspective and what type of interventions would be most
appropriate (linked to change success factors such as vision and case for change, leadership, commitment).
Drill down to see which groups have

+/- sentiment
Harvard-backed
Behavioral Profile
Segmentation

Stakeholder Management, Comms. and Engagement focuses on:
► Development of an appropriate segmentation of stakeholders across the organization to allow effective management for the Business Transformation
► Stakeholder Management: Understanding of the stakeholders who matter most to the change program’s success, and tracking their support throughout the change lifecycle, supporting interventions as required
► Communications and Engagement: Creation of an impactful engagement approach and execution which helps differentiate the change initiatives from other programs within the business and generate buy-in across impacted
audiences

Stakeholder Management (targeted at key influencer population) Stakeholder Management
► Identify all influential and impacted stakeholders (internal and external) ► Support in identifying key stakeholders
► Develop a rigorous and disciplined approach to managing key stakeholders that is tailored to the program ► Own key stakeholder relationships and report on the level of support and areas of concern
environment and client needs ► Participate in regular review sessions to assess stakeholder support and agree bespoke interventions, as
► Monitor the business’s relationship with key stakeholders, track support and issues and concerns, and work with appropriate
Program Leadership to agree and implement personalized interventions and activities, as required ► Lead liaison activities with the key influencer population
Stakeholder Communications and Engagement (targeted at broader impacted audiences) Communications and Engagement
Management, ► Carry out stakeholder segmentation for key impacted audiences ► Support in developing stakeholder segmentation for impacted audiences
► Understand existing communications channels (e.g., media, frequency, audience, effectiveness) and identify any ► Support in identifying existing communications channels and contacts and the effectiveness of channels
Commun- gaps
► Support, review and agree Communications and Engagement Strategy and Plan (including overall and by impacted
ications and ► Agree the foundations of the Communications and Engagement activity, with Guiding Principles and key messages audience)
► Leverage stakeholder segmentation to develop the overall Communications and Engagement Principles and ► Provide input, review and approval of any communications, showcases, demonstrations, simulation and prototypes
Engagement approach developed
► Develop the Communication Engagement Strategy/Journey for each impacted audience group of the Business ► Support Communications and Engagement execution activities, including:
Transformation and an overall Execution Plan
► Engaging in pilot activities
► Pilot new and innovative communication methods, where appropriate, using a test-and-learn approach
► Ensuring Business Leaders visibly lead at key engagement events
► Execute activity against the plan, including building on test-and-learn approaches, e.g., communications materials,
► Actively participating in and attending Engagement events
events, digital, website, to support the Business Transformation
► Assisting with coordination of Engagement events
► Undertake regular reviews of the effectiveness of the approaches and refresh the Communications and Engagement
Strategy and approach, as required ► Providing input and feedback on effectiveness of Communications and Engagement approaches
► Sharing of key messages by client representatives, who brief their teams as required
► Stakeholder Database ► Communications and Engagement Plan

► Stakeholder segmentation ► Communications materials (digital and non-digital channels)
EY deliverables ► Stakeholder Management tool/tracker ► Communication and Engagement execution and on-going monitoring
► Stakeholder Management approach and plan ► Sentiment tracking

Business Readiness

Business Readiness focuses on making sure the business is prepared to own and accept the
Business Readiness
change. It identifies the critical actions needed before the change is implemented and tracks this to
Management completion, ensuring that the business has ownership for leading the implementation.
Change Impact Analysis is a rigorous assessment of what will change as a result of a program
Change Impact implementation and the subsequent impacts to people, processes, technology and the broader
Analysis organization. The analysis provides critical inputs into Business Readiness activities, roll-out plans,
communications, training and numerous other activities across a program.
The aim of deployment and post go-live support is to ensure the business is ready, supported and
Business
Deployment and post smoothly transitioned to new ways of working. The focus is on activities immediately pre and post–
Readiness
go-live support go-live, including simulation testing, business cut-over performance and sustainability and post go-
live support.
Updating standard operating procedure documentation (which needs to change as a result of

Policies and
transformation activity) to support users in completing activity in such a way that it meets the
procedures required organizational standards.
This activity is only applicable to systems programs and is a critical activity to ensure that the right
Business Role
users are mapped to the right business and technical roles for granting system access
Mapping appropriately.

Business Readiness Management
Business Readiness Management is a Business Readiness Management is vital and fundamental for a successful change implementation for the following reasons:
purposeful activity that focuses on monitoring
preparedness across critical aspects of the
business in advance of a go-live.
It identifies actions needed before the
change is implemented and ensures that the
business has ownership for leading the
implementation across four main areas -
Provides leadership with clear Defines standard tools to ensure Provides defined readiness Enables real time mitigation
organizationally, Behaviorally, functionally
visibility and early insight into how consistency and integration in checkpoints that highlight how the strategies for identified risks, to
and technically.
the overall program is progressing collecting relevant and accurate program is tracking to go-live and achieve critical readiness items prior
readiness data across multiple work post deployment to go-live
Critical Success Factors include: streams
► Dedicated business resources with clear
ownership and accountability
► Business Readiness governance to Context
monitor and track ongoing business
All business readiness activities should be anchored by a Business Readiness Framework. Specific measurable readiness criteria should be defined for each area of
readiness
the framework and tracked throughout the life-cycle of the program. Criteria and metrics should be tracked at a core level across the program but also at a business
► Identification of the right business unit specific level as needs may be different defendant upon responsibilities for an individual business group.
readiness assessment criteria relevant for
Effective Business Readiness Management encourages a ‘pull’ from the impacted stakeholder groups and creates an opportunity to embed and sustain the change. It
each phase of the program lifecycle
is not something that is done to the business but is done with the business.
► Visibility of progress with clear measures
The results of Business Readiness Management activities should be used as inputs to program go / no go decisions.
of success
Client experiences
Key Elements Include:
► Business Readiness Governance
► Business Readiness Validation
► Knowledge Transfer and Transition

Relentless
inclusion of
In our experience, we know that the best outcomes are realized when those closest to service delivery are given a chance to
the business
have input to the design and delivery of the change and lead and own their own readiness. This helps with short-term wins that
to create
create confidence and generate momentum, as well as helping to break down “us and them” structures.
ownership of
the change
EY’s tailored approach allows the flexibility to align with the business strategy and ensure the appropriate monitoring of project-
Complexity specific goals. This means measuring the things that matter by identifying the right assessment criteria relevant to each stage in
and scale the program lifecycle with on-going check-ins on progress, supplemented by reporting visualization dashboards and scorecards.
The EY Change Insights tool underpins our readiness activity for major programs.
Analysis of business readiness is driven and informed by quantitative data. The inputs, based on business inputs, allow for near
Analytics real-time views on the preparation of the business. The quantitative data enable readiness and proficiency to be measured and
drives insight tracked, since all too often organizations under-estimate the importance of assessing readiness, which in turn contributes to a
sub-optimal implementation.
EY’s approach focuses on preparing individuals for change early in the project lifecycle — as soon as change impacts can be
Early identified. This helps promote business inclusion in the process and enable a faster acceptance of change, along with speed of
engagement knowledge transfer and accountability. It allows for the collaboration within the business and ensures buy-in and accountability
from Middle Management to Executive Leadership.

Approach overview
Program phase Discover, Prepare, Explore Realize, Deploy, Run
2. Develop transition plans, readiness criteria and 3. Execute and track, monitor, escalate and resolve
Key steps 1. Establish teams and approach
Business Readiness tracking approach issues
► To establish Business Teams to prepare the business for ► To define what “ready” looks like and develop plans and ► To provide visibility of Business Readiness progress.
change in each impacted group. criteria that will drive preparation for each impacted ► To identify issues or gaps and remediate through the
Objective group.
► To establish forums for two-way dialogue, progress governance model.
monitoring and issue resolution between program and
business.
► Develop Transition Plans for each group (based on ► Execute readiness activities
► Develop Business Readiness approach and delivery plan outputs from change impacts) including action owners, ► Develop and agree reporting tools to track and monitor
► Identify Business Readiness roles and responsibilities target dates and interdependencies progress
► Develop change readiness assessment approach ► Develop Resource Plans outlining expected level and ► Establish method of measuring progress against
► Develop roles and responsibilities for readiness type of support required from client teams Transition Plans and identifying risk and issues
governance between program and business ► Agree plans with all impacted group stakeholders ► Capture Business Readiness Assessment results and
► Identify representatives and establish readiness teams in ► Develop a Business Readiness Assessment approach, collate into a reportable format
Key activities each main group or BU to lead readiness activities including approach for criteria development and ► Run readiness governance forums to analyse transition
► Develop terms of reference for readiness forums assessment execution (incl. frequency and stakeholder and business readiness reports
responsible for completing) Escalate areas of concern and risk to other governance
► Mobilize Business Readiness governance forums ►
► Develop Business Readiness criteria (qualitative and forums as required
quantitative) which assesses the business from the top ► Identify actions to remediate any concerns and risks and
down (e.g., Leadership) and the bottom up (e.g., track progress
employee sample).
► Make final go/no-go decisions with input from Business
► Agree criteria with the business Readiness reporting mechanisms
Example outputs
and client
deliverables
Change Network Terms of Reference Business Readiness Management Approach Transition Plans Business Readiness Management Integrated Plan Business Readiness Assessment Report

Some core principles and tools are outlined below.
Guiding
Data lead Collaborative Tailored Organizationally aligned
Principles
Quantitative data enable Collaboration within the business Establishing outcome-based Set up appropriate governance to
readiness and proficiency to be ensures buy-in and accountability objectives in partnership with the monitor progress and adapt actions
measured and tracked from Middle Management to business
Executive Leadership
Tools and
techniques Business readiness EY Change Insights readiness tracking Transition plans
Business readiness criteria
Initial assessment can be performed to Readiness criteria and tracking using the Tool used to document action owners,
Categorizing and prioritizing vital
bring awareness to scope of readiness EY Change Insights tool provides the target dates and interdependencies
activities impacting the readiness of
criteria. Confirms business areas ability to drill down to understand readiness
the business. The EY Change
understand the criteria that must be met performance across the organization and
Insights solution provides a baseline
before the organization is prepared for identify hot-spots
set of criteria that can be leveraged
the system deployment

Business Readiness and EY Change Insights
► The EY Change Insights tool enables regular measurement of business preparedness for the change, which helps to keep the
Transformation on track. Business representatives assess their business area’s level of preparedness to adopt new ways of working by
tracking completion against specific criteria.
► Data and analytics provide integrated reporting dashboards and visualizations for efficiency, ease of use and access to actionable
insights. This enables regular measuring of business preparedness to adopt organizational changes and drill-down options to identify
what’s working well and areas requiring attention.
1 The Readiness Snapshot allows for a quick

assessment of progress 2 Drill down further to see details generated from real
time data, employee comments, and more 3 The “Trends” tab allows to track Readiness over
time

Business Readiness
Business Readiness focuses on:
► Getting the business ready for new ways of working
► Getting in place readiness criteria for each impacted group and implementing governance and tracking to support and verify that the business is ready to transition to new ways of working

► Convert change impacts into Transition Plans for impacted ► Review and agree Transition Plans and readiness criteria
groups ► Ensure Transition Teams lead readiness preparation for each business group
► Develop readiness criteria for each group and service and report regularly on progress
impacted ► Review and agree readiness governance approach
► Develop the readiness governance and progress tracking ► Participate in governance review sessions
Business approach and support associated reviews and reporting ► Track and close out transition activities
Readiness ► Support transition preparation activities and issue ► Escalate business risks and issues
resolution in each impacted group
► Run transition governance sessions alongside Program
Leadership and track progress
► Escalate readiness risks and issues, as required
► Business Readiness criteria

► Governance structure
EY deliverables
► High-level Transition Plans
► Readiness reporting and tracking

Change Impact Analysis is a rigorous A robust Change Impact Analysis is vital and fundamental for successful change implementation for the following reasons:
assessment of what will change as a result of
a program implementation and the abc
subsequent impacts to people, processes,
technology and the broader organization.
The analysis provides critical inputs into
business readiness activities, rollout plans,
communications, training, organization
design and numerous other activities across Provides the program with factual Helps assess the scale of change Helps organizational leaders to Feeds into subsequent business
a large program of work. data on what is changing and what across regions, business units and understand the change (e.g., key readiness plans and assists the
that entails for the impacted key roles and informs all aspects of a areas, type of change and groups program to execute the right
audiences change program including rollout affected) in order to lead and support approach to support the entire
strategy their teams through the change organization
Context
Change Impact Analysis (CIA) should be done on all programs to some extent as it is an essential step in understanding the change and informs other workstreams of
activity (e.g., communications and training). It is typically done in two stages – high level and detailed change impacts analysis, however the exact approach used on
each project/ program will depend on the scale and nature of activity.
It is important to assess both quantitative and qualitative impacts. For example, some projects may employ an agile delivery framework that requires CIA to be done
iteratively in a series of sprints, rather than a traditional linear process. EY’s approach is suitable for multiple project management methodologies and can flex to meet
client needs.
Client experiences
Quantitative impact analysis is typically based

on HR or other client data including headcount
and role data, transaction volumes by location,
function, etc.
Qualitative impact analysis is typically based on
stakeholder feedback gathered through process /
design workshops.

Effective Change Impact Analysis begins in the early stages of a program to uncover critical information
Early about impacted stakeholders and pro-actively guide major program decisions. By identifying impacted
engagement communities and working with them from early in the change journey, we are able to avoid potential pitfalls
and minimize change resistance.
Our Change Impact approach is data-led to provide a rich picture of the scale and level of change across an
organization. We use workforce and organization data to gain objective insight into the current state of an
Analytics
organization and its people, which allows us to quantitatively identify highly impacted communities that are
drives insight
likely to require additional or focused support. The EY Change Insights tool currently supports this by
providing rich analytics and reporting capabilities for quantitative analysis on impacted populations.
The goal of most change initiatives is to encourage adoption of new ways of working and change behaviors.
People Change impacts can be categorized in several ways — process changes, technology changes, policy
focused changes — but the ultimate goal is to identify the impacts to key groups of people in the organization and
the interventions that are required to prepare those stakeholders for a successful change.
Our quantitative and qualitative change impact data is packaged together in impactful, visually appealing
outputs that are easy to understand. This is essential for stakeholders and particularly for senior leaders to
User friendly
be able to easily understand the nature and type of change and be equipped to support their teams through
the change.

Approach overview
Program phase Discover and Prepare Explore, Realize, Deploy and Run
Key steps 1. High-level Change Impact Analysis 2. Detailed Change Impact Analysis 3. Action planning and continued refinement
Objective ► To capture and analyze high-level change impacts from ► To capture and analyze detailed, quantitative and qualitative ► To undertake action planning for the organization and program,
available data sources to inform subsequent detailed Change change impacts gathered from detailed Process / Design or based on Change Impact outputs.
Impact Analysis. Change Impact Workshops.
Key activities ► Create Change Impact Approach and Plan including choice of ► Source and analyze any additional change impact data ► Use Change Impact Analysis outputs to determine the key
tool (Change Insights or Excel) and reporting templates highlighted from the high-level report actions for each relevant impacted business area, function,
► Analyze workforce data to create current state organization ► Develop a detailed Change Impact Assessment tool to record location etc. across the organization
assessment (workforce structure, roles and levels by location, detailed change impact information against relevant ► Create Action Plans containing a complete list of all key actions,
department etc.) organizational structures and key roles agreed owners and timeframes to effect change as part of
► Analyze relevant change impact data (applications, ► Participate in Process Workshops and/or conduct detailed readiness planning
transactions, etc.) to identify quantitative (and qualitative if Change Impact sessions, then summarize and analyze impacts, ► Develop Readiness Action Plans for each affected program
known) impacts highlighting implications, key insights and change actions team (e.g., Training, Engagement) as well as business team
► Participate in Process workshops and/or interview stakeholders ► Develop a detailed Change Report, highlighting change impacts (e.g. Functions, Departments)
to gather and analyze qualitative impacts against relevant roles, including scale and complexity of change
► Produce high-level Change Impact Summary Report (usually by
team: function/department) to inform next steps for conducting
detailed analysis
Example outputs
and client
deliverables
Current state Quantitative and High-level Change Detailed Change Detailed Change Action Plans
organization Qualitative Impacts Impact Summary Impact assessment Impact Analysis
assessment Report Report

EY’s approach to Change Impact Analysis is rooted in data-driven insights that allow us to concentrate our efforts on the most critical stakeholder
communities and develop tailored interventions for those most highly impacted.
Guiding
Analytics drives insight Early engagement People-focused User friendly
Principles
Our Change Impact approach is Stakeholders across the organization People ultimately determine the Quantitative and qualitative change
data-led to ensure appropriate are engaged early in identifying success of a change initiative and impact data is packaged to create
focus on the most highly impacted change considerations and reviewing should be the primary focus of visually appealing, impactful
communities and agreeing outputs change intervention activities outputs that are easy to understand
Tools and
techniques Action Plans Visually engaging outputs
Change Insights EY Change Insights helps programs to Simplified, accessible change outputs
translate change impact findings into that help the business understand the
EY Change Insights provides a digital CIA which enables
practical transition plans e.g. via scale and nature of impact
practitioners to efficiently capture detailed findings and
readiness criteria
provide program leadership with insightful reports

Transport for NSW Australian Defence
Dubai Airports Sydney Water

Relevant eco-system partners or tools
Qualitative Analysis Change
Quantitative Analysis Capture tool EY Change Insights
Tableau
Under development
Software tool currently used on ad-hoc Excel tool designed to capture the key EY Change Insights provides a tool to
basis to create interactive data change impacts to people, processes, capture a deep understanding of what’s
visualizations for quantitative change technology and the broader organization. changing, how employees will experience
impacts — particularly effective for Changes are recorded during workshops the change, and what interventions are
analyzing data to identify highly impacted and client interviews, along with needed to aid their transition to the future
stakeholder communities. recommended actions to prepare the state. Rich dashboards aid quick
organization during the Business Readiness understanding of who is impacted, how, and
phase. Will be replaced by new Change to what extent, and enable you to drill into
Impacts tool. the details for each group. Impact Reports
provide an editable client-facing view of the
CIA

Change Impact Analysis focuses on:
► Providing the program and business with factual data on what is changing and what the program must consider when preparing the organization to accept or adopt the change — this is
essential for ensuring appropriate and targeted change management activity in the areas of Business Readiness, roll-out and post go-live support, Organization Design, policies and
procedures, training and communications and engagement
► Identifying the scale of impact and key pain points through assessing the change across impacted processes
► Creating robust Action Plans to inform activity in other areas, e.g., training, communications, procedures and readiness

► Develop the Change Impact Analysis (CIA) approach, plan and templates and ► Participate in, or facilitate, process design sessions and CIA Workshops to
agree with Program Leadership identify and capture change impacts
► Agree scope of the Change Impact Analysis for the Business Transformation ► Provide the “as-is” information to help develop the current state summary to build
► Undertake high level and detailed Change Impacts activity (qualitative and the right plan to manage the change
quantitative) including: ► Review outputs and reports and provide feedback and suggested improvements
► Workforce and impacted user analysis Be responsible for sign-off of Change Impacts
Change Impact ►
Analysis ► Key process and design sessions to capture change impacts and/or run ► Support action planning and lead implementation activities to address impacts in
Change Impacts sessions with the business to test and validate change the business
impacts
► Produce CIA report, heatmaps and summary of impacts across groups, teams
and key roles
► Develop action planning and feed outputs to appropriate groups, forums and
business teams for action
► Develop approach and responsibilities for review and sign-off
► High-level Change Impacts Report

EY deliverables ► Detailed Change Impact Assessment (DCIA) Report
► High-level Transition Plans for impacted scope areas

Deployment and Post Go-Live Support
► Often, a new system implementation or other transformation is deployed without understanding the impacts on individuals, departments, and external customers —
Deployment and Post Go-live Support are a most of which can be predicted and managed
set of activities that take a business through ► Proper planning, metric analysis, and implementing of mitigation strategies (e.g., training, performance and proficiency monitoring) can help reduce go-live impacts and
readiness, go-live decision making, and into shorten times to ‘normal’ operations
the desired future state, with a focus on ► Additionally, proper support before, during, and following go-lives, facilitate deployments delivering their expected business value
business performance, new ways of working
proficiency, and speed to stabilization. Our ► Our structured and collaborative approach brings predictive change and data-driven decision making to deployments, go-live and stabilization, optimizing the process
process comprises: as much as possible for comprehensive business value realization of every deployment
► Identifying metrics that gauge

performance, proficiency, and stabilization
► Collecting data and establishing Context
performance baselines and forecast future
operational impacts Deployment and post go-live support requirements vary between the type of change program. The activity is particularly essential for large systems programs but it is also
► Monitoring the deployment’s effect on vital (although not typically as complex) for other types of transformation activities.
individual and collective performance The Deployment plan should be owned by the Project and the business. This should be reviewed and managed through the Business Readiness Implementation Group
► Training to improve new ways of working (BRIG) or other readiness forums.
proficiency and efficiency
► Standing up support model and
governance for post go-live
► Ongoing training and measurement for
stabilization and strengthened employee ► Forecasts key performance indicators through transition
proficiency ► Provides a detailed roadmap for support post-deployment
Critical Success Factors: ► Increases user proficiency levels time and user confidence in daily operations
► Taking a data-driven ► Offers data-driven post go-live decision making
approach to performance,
► Decreases time to stabilization
proficiency and stabilization
► Improves end user morale, user productivity and customer satisfaction
► Obtain organizational readiness
► Identifies and focuses on critical business transactions
► Leverage data (quantitative and
qualitative) in deciding to go-live
► Measure governance and
support efficacy and stabilization

Analytics
By focusing on analytics underpinning current and future performance, we are better able to predict and plan
driving
for issues and an improved transition to BAU. Our approach aims to understand and build employee
proficiency
proficiency through labs and simulations, extensive training and on-going measurement of user productivity
and
levels.
efficiency
Every deployment seeks to improve a company’s performance in some area(s) for the long term. EY’s
Deployment and Post Go-Live approach goes beyond traditional components to focus on key performance,
Metrics
proficiency and stabilization metrics throughout the deployment process. We identify which area’s
oriented
performance needs to be improved and develop custom support solutions catered to the needs of the
business.
Our analytical foundation, on-going measurement, proven models of support and diverse delivery teams
Speed and
facilitate accelerated achievement of stabilization, while minimizing impacts to business function or
efficiency
additional support requirements.
There are times when the negative effects of changes can be forecasted and pro-actively addressed. EY’s
Anticipating
data-driven structured approach to Deployment Support can help identify future impacts before they become
impacts
pain points which, in turn, allows clients to plan appropriately and reduce post go-live impacts.

Approach overview
Program phase Realize (Build, Test) Deploy Run
1. Deployment analysis, planning and 2. Pre go-live (PGL) simulation

Key steps 3. "Go-Live" and PGLS support 4. Transition to BAU
approach testing and support planning
► To develop an effective roll-out and cut-over ► To complete final testing, measurement and ► To initiate hypercare to support the business in ► To provide support that ensures the business
model and approach, keeping operational preparation prior to go-live to address issues the initial transition. is able to use the new system and adopt the
Objective performance disruptions to a minimum, and and line up tracking, approaches and ► To monitor and support risk and issue new ways of working.
ensuring risks are understood and managed. resources to adequately support the business. resolution, business adoption and stabilization. ► To transition the business from program
supported to BAU.
► Define roll-out and PGLS principles, approach, ► Execute PGL simulation testing ► Support Proficiency Labs and simulations, ► Monitor trends and issues through the PGLS
model, governance and schedule (incl. issue ► Capture issues and queries during PGL extensive training and on-going measurement model and react to remediate, were
escalations process, IT support, on-ground simulation testing and resolve prior to go-live of user productivity levels appropriate, in line with the BR governance
support and reporting mechanisms) ► Finalize hypercare approach and implement ► Undertake business cut-over activities model
► Define PGLS Location Strategy ► Execute Mobilization Plan for each impacted ► Run post go-live control room and PGL model ► Monitor user productivity levels
► Define and agree PGL simulation testing site and group of users and log issues ► Execute roll-out procedures and capture
approach ► Continue super user preparation activity to ► Support the business in the Hypercare phase defects and workarounds (for future tranches)
► Identify super user and support requirements prep for Day 1 via the PGLS model ► Report against stabilization metrics in line with
Key activities ► Develop Business Cut-over Plan (incl. freeze ► Distribute targeted countdown ► Put super user hypercare support in action the BR governance model
dates, workarounds and close-out activities) communications and execute against ► Support issue resolution across the business ► Complete training surgeries and training
► Develop Business Continuity Plans Engagement Plan (incl. cut-over workarounds ► Deliver post go-live communications with a refresher courses (if required)
► Define stabilization metrics and proficiency and what Day 1 will look like) focus on progress, key topics and successes ► Define the transition to business as usual
levels and align with BR governance model ► Establish go-live success factors (vital signs) (BAU) approach and execute
► Develop Capacity Plan for operational impacts ► Develop operational efficiency activities
► Develop proficiency building activities ► Undertake proficiency assessment (optional)
► Develop and track readiness against the
Go/No-Go Framework
Example outputs
and client
deliverables
Transition Plans and Stablization Criteria Transition Summary report
Post Go-Live Support Model and Roles

Deployment and Post Go-Live Support can accelerate results while mitigating risks with data-driven analysis and decision making. EY’s Guiding Principles and
subsequent tools and techniques keep the focus on people’s proficiency and performance, smoothing transition to the future state and minimizing the amount of
operational disruption.
Guiding
Principles Predictive Speed and efficiency
Metrics driven People focused
Use data analysis and modelling as Model past projects and performance On-going measurement with predictive Even with our data foundation, EY
the guidance for deployment and to predict critical needs and issues, capabilities allows us to accelerate centers the impacted workforce to
support decisions, including go-live allowing for effective deployment deployment success while minimizing encourage quick and full adoption
planning and go-live risk mitigation post go-live performance dips
Tools and PGLS strategies

Change measurement Performance and sustainability Incident management EY Change Insights
techniques (behavior-based) EY offers clients a collection of
Our suite of deployment analysis EY’s escalation models provide Change Insights enables you to
EY’s robust change analytics tools provide clients with proven post go-live support
clients with different structures of track how much and how well
models and measurement qualitative and quantitative models and hypercare,
strategies define key KPIs for how they can mitigate anticipated the workforce are adopting the
projections of critical deployment customizable to mitigate
both change adoption and measures, including proficiency, and real-time issues, incorporating operational impacts and drive new behaviors before and after
operational performance, process impacts and user feedback into operations Go Live
performance improvement
improving deployment success productivity levels

Deep dive: Proficiency and sustainability
• Often, a new system is deployed without understanding Business Readiness
the impacts on individuals, departments and external What are the core activities?
customers.
Capacity plan
• Based on previous experience, many impacts of the new • Develop list of transactions for capacity planning
system can be predicted and managed. Proper planning, Predictive • Gather and analyze current state data for
analysis and implementation of mitigation strategies can change benchmarking
help reduce go-live impacts and shorten times to normal
operations. • Develop Current State Operational Report
detailing pain points and inefficiencies
• Our team brings a structured and collaborative approach, Capacity plan Build proficiency Increase efficiency
• Measure future state volumes, handle times and
focused to bring about predictive change and data-driven ► Legacy Transaction ► Proficiency Labs ► Business calibration process efficiencies
decision making to both the front and back office. Analysis ► Customer simulations ► Workaround Analysis • Analyze back office exception volumes and handle
Proficiency and sustainability helps quantify these ► Future State ► Exception Playbooks ► Business Readiness
•
Transaction Analysis ► Exception Workshops Report
times
impacts to provide clients with data-driven insights for
► Staffing Analysis ► Proficiency • Develop Future State Operational Report detailing
planning. Exception Analysis
► measurement impacts to AHT, volumes, staffing impacts and
process efficiencies
Area Focus Why is it critical? Build proficiency
• Design Proficiency Labs and Exceptions
Understanding AHT, volume and • To understand and forecast process and exception AHT and volume impacts from Workshops and condition data for high-impact
Capacity Plan FTE impacts and developing transaction differences from the current state to the future state solution transactions for user practice to simulate a real
detailed strategies to mitigate each • To predict temporary staffing needs and decrease time to stabilize work environment
• To provide users real-time practice scenarios to apply and practice learnings from • Develop Future State Exceptions Playbook
Building understanding and project detailing steps for key high-volume exceptions
training and Exception Workshops
Build proficiency levels on critical
• To measure individual users to identify areas of strength and areas for development Increase efficiency
Proficiency business transactions for all end-
for additional training, and predict user proficiency levels • Design mitigation plans to increase operational
users
• To increase practice time, user confidence and productivity in day-to-day processes effectiveness (e.g., suppress volumes or automate
processes)
Conducting detailed analysis and • To suppress or reduce select high-volume transactions through adjustment of
• Develop post go-live metrics to monitor user
Increase calibration activities to temporarily parameters at go-live
Efficiency productivity and operational levels
reduce or eliminate workload and • To alleviate exception volumes to focus on core exceptions at go-live
streamline operations • To increase the use of digital tools and modernize through RPA, bots, etc. • Communicate and implement recommendations

Client example: Proficiency as a core element of Business
Readiness workstream
Proficiency and
sustainability
Increasingly, a proficiency
workstream is a core element
of the Business Readiness
approach. This feeds into the
training/learning work
required to prepare the
business to use new
solutions, ways of working
and processes.
Highlighted in the timeline to
the right are key activities
interwoven into an end-to-
end Change Strategy and
Plan. Building and measuring
proficiency can be achieved
through the following
activities:
► Performance and Sustainability
Strategy development
► Capacity Analysis
► User adoption success criteria
► Current State Transaction Analysis
► Proficiency Labs
= Proficiency activities

Relevant tools
EY brings an assortment of customizable tools that provide data and actionable insights on key metrics throughout deployment process, from baseline proficiency
to future productivity assessments, readiness and stabilization metrics.
User Proficiency Analysis

Measures the potential productivity level Permanent Processes Analysis
of system users based on historical Compares the legacy (“as-is”) productivity
experiences with other clients. It allows level of users with the future (“to-be”)
assigning any mix of input variables, productivity level of users, determining FTE
including: the number of base full-time needs by each business process. It helps
equivalent (FTE) employees, the amount determine varying business impacts across
of overtime, staff augmentation and the
user proficiency prior to go-live. This multiple business processes and makes
enables greater confidence in user adjustments accordingly to close the resource
readiness levels and their impact of end- gap. This enables greater confidence
to-end performance. duration and skill type of temporary staffing
needs.
Stabilization metrics EY Change Insights, Change Adoption
After any deployment, a dip in Change Insights enables you to track
performance is expected but the length progress of a set key adoption measures.
of the dip can be minimized when
actionable insight is captured and used These 'Key Behavioral Indicators' are defined
to make informed decisions. Helps per program to monitor the behaviors that
measure desired outcomes of the Visual to be added need to shift to achieve the desired program
program with real-time data to guide benefits. EYCI enables you to track how Key
Leadership’s go-live decision. Behavioral Indicators are changing over time,
to see which stakeholder groups are
adopting new behaviors quickly and in the
right way.

Deployment and Post Go-Live Support focuses on:
► Deployment and Post Go-Live Support aims to ensure the business is ready, supported and smoothly transitioned to new ways of working
► Measurement and activities pre and post go-live, including performance and proficiency, simulation testing, business cut-over performance and sustainability, post go live support and
stabilization

► Develop Deployment and PGLS approach, plan and model, including issue ► Support developing PGLS approach, plan and model
resolution process and responsibilities ► Sign-off on cut-over strategy
► Conduct Capacity Planning and Proficiency Analysis ► Deploy site readiness activities and prepare sites
Deployment ► Develop Cut-over Strategy (with SI if technology project)
and Post Go- ► Support developing stabilization criteria and BAU transition approach
► Test through simulations and agree with business stakeholders and owners Support PGLS activities
Live support ►
► Develop and agree stabilization criteria and BAU transition approach ► Implement cut-over readiness activities with TP/SI
► Support proficiency development activity, e.g., labs (optional) ► Participate in proficiency development activities (optional)
► Support and measure PGLS activities, including issue resolution and tracking ► Make decisions on operational efficiency recommendations
► Support and measure transition activities to BAU ► Drive transition activities to BAU
► Business Cut-over Schedule ► Capacity Planning Analysis ► Post Go-Live Support model and processes
► Pre Go-Live approach ► Proficiency Analysis ► Post Go-Live performance and issues tracking
EY deliverables ► Go/No-Go criteria ► Business calibration ► Post Go-Live Reports and Dashboard
► Pre Go-Live model ► Stabilization metrics ► Simulations and scenario planning
► Post go-live issues tracking ► Post Go-Live Reports

Most organizations will have a repository of standard SOPs document in detail what users need to do to complete an activity in such a way that it meets the required organizational standards. The focus of
operating procedures (SOPs). These are a set of step-by- these SOPs is to provide role holders with clarity on what needs to be done and how to interface with other teams both within and outside of the
step guides or instructions that support people to carry out organization.
tasks correctly. From a quality assurance perspective, it is They capture the detailed manual and system steps involved in accomplishing an activity. Usually system steps, such as raising a work order or creating
prudent to carry out a review of the organization’s SOPS an asset, are dealt with in the training delivery in the form of keystroke training. Manual steps bind the system steps together into an end-to-end flow and
to identify which SOPs will need to be materially different provide the role holders with an understanding of how to do their jobs differently as a result of the introduction of the new system or process.
as a result of the Transformation Program. Within a It is recommended that SOPs are reviewed early on, as this will facilitate:
regulated industry, such a review will be essential.
► Early identification of process gaps, which will ensure timely input into the solution build ahead of testing
High-level overview of the approach below: ► Production of a consistent set of procedures, which supports standardizing the way people will work
► Consolidation of existing and new procedures
► Paving the way for any standards accreditation such as ISO9000
“As-is” procedures
Context
SOPs may or may not be within the direct scope of a Transformation Program. If they aren’t, aligning them to the changes that result from the
Knowledge of
Knowledge of
the existing
Transformation Program usually becomes a Business Readiness activity and is undertaken by the business itself. If they are within scope, usually we will
the solution ANALYSIS have teams of business experts who have deep knowledge of the relevant business area leading these, paired with solution experts from the program,
procedures
and supported by the program Change Team and often technical writers, who create or update the actual documentation. Once developed, SOPs feed
into training and communications and enable delivery of these in the context of the roles people perform rather than just keystroke training — which may
often be the case, especially for systems programs.
Existing New procedures
procedures created to
updated fill gaps
► Drives process standardization into a business
► Facilitates training and reduces the learning curve for new employees — a well-written SOP
Procedures aligned provides the how-to guide
► Supports business continuity, for example, if a staff member is on annual leave, by referring to
the SOP someone else could potentially do the tasks and get them right first time
End users trained ► Meets legal obligations — SOPs are critical to any ISO or similar accreditation and all regulated
on procedures
industries are required by law to have them in place

Program phase Planning and scoping High-level design Detailed design Build and test Deploy Support and embed
Key steps 1. Define scope and approach 2. Execute updates 3. Track and monitor
Objective ► To define the scope of procedures to be updated or created, ► To update procedures in line with the new ways of working and ► To track and measure progress and quality of updates against
approach for update, responsibilities and timings. operational and business requirements. program timescales.
Key activities ► Capture existing procedure documentation across the ► Provide exemplars and training to the program and business ► Undertake regular progress review sessions
business for the areas in scope teams involved with updating or creating procedure
documentation (to include embedding required controls) ► Hold sessions to review quality of output against predefined quality
► Identify resources across the business that are involved in the standards within appropriate reporting channels
management of procedures and partner with them to deliver ► Define tracking and reporting approach, including mechanisms,
the refresh tools, roles and responsibilities ► Conduct business review for consistency across the organization
► Review Change Impacts outputs and undertake procedures ► Agree the version control process and storage approach ► Escalate areas of concern/risk to governance forums as required
scoping exercise ► Identify actions to remediate any concerns or risks and track
► Undertake business-led execution of update or creation of new
► Develop approach, plan and responsibilities for procedures procedures progress
updates, including dividing and prioritizing the work across ► Distribute and disseminate documentation for sign-off, and once
teams and geographies for update and creation, and sign-off ► Report on progress and identify risks or issues
approved, use in business as usual
Develop quality standards and a template for the format of new ► Facilitate review of procedures documentation by business
►
representatives/SMRs ► Hand-over to the Training workstream to enable usage of the
procedures procedure documentation as input into training
Example outputs
and client
deliverables
Approach Scoping Policy and Procedure Tracking

document documentation

Tracker and naming convention Procedure template
Procedure governance Procedure dashboard
Overall RAG
Procedure updated and Business Conditional sign-

Team Hand-over to training
loaded into Sharepoint off
Numbers % Numbers % Numbers %

CAS 165 0.0 165 0.0 165 0.0
Customer Experience 133 0.0 133 0.0 133 0.0
Emergency Dispatch 63 0.0 63 0.0 63 0.0
Emergency Operations 12 0.0 12 0.0 12 0.0
ES - DI 60 0.0 60 0.0 60 0.0
Maintenance Dispatch 64 0.0 64 0.0 64 0.0
Maintenance Operations 8 0.0 8 0.0 8 0.0
Network Strategy 21 0.0 21 0.0 21 0.0
Operations All 1 0.0 1 0.0 1 0.0
Repair Operations 1 0.0 1 0.0 1 0.0
RM - Emergency 3 0.0 3 0.0 3 0.0
RM - Maintenance 145 0.0 145 0.0 145 0.0
RM - Repair 2 0.0 2 0.0 2 0.0
Grand Total 693 0.0 693 0.0 693 0.0

Strategic Workforce Planning focuses on:
► Identifying procedures impacted by the change and the scope of activity for update or creation
► Supporting the business in updating policies and procedures in line with the new ways of working and operational and business requirements

► Work with client to develop approach for scoping and updating procedures ► Provide support in identifying scope of procedures that require revision or
► Develop roles and responsibilities and governance creation
► Lead update and creation of procedures ► Agree revised procedure development methodology
► Track progress and escalate risks and issues and support issue resolution ► Lead update of new or revised procedures
Strategic
► Support learning in developing content using procedures outputs ► Validate and sign-off new and updated procedures
Workforce
Planning ► Work with client to develop tracking mechanism for procedures updates
► Hand-over to BAU
► Policies and Procedures Scoping document

► Approach and Plan
EY deliverables
► Policy and Procedures updated documentation
► Progress tracker

Business Role Mapping
(Systems projects only)
► This is an activity that is only applicable to systems Role design supports segregation of duty (SOD). Given that there are multiple functions within an organization, which are performed together, a set of
programs. It is a critical activity to ensure that the right roles or responsibilities are assigned in such a way that any individual should not have end-to-end access rights over any function. SOD assures that no
users are mapped to the right business and technical one has the physical and system access to control all phases of a business process or transaction, from authorization to custody or record keeping.
roles for granting system access appropriately. An individual should not oversee more than one of these three transactions components: authorizing transactions (approval), recording transactions
► Once the overarching access and controls scope is (accounting) and handling the related asset (custody). For example, a person who can approve purchase orders (purchasing) should not be responsible
defined and the required segregation of duties (SOD) for processing payments (accounts payable). There are hundreds of SOD conflict examples in different SAP products and industry solutions.
rules are in place (an activity typically led by the Roles
and Access Control Team), the Business Change
Team liaises with key parts of the business to identify
which business roles need what kind of access and Context
enables this mapping exercise. In large systems implementations, clarifying what access rights are granted to which user is absolutely critical to get the overall change right. As such,
engaging key business stakeholders in the process of identifying the right access requirements for the right roles is a critical success factor — and one
that usually becomes the biggest cause of defects in the hypercare period.
The Transformation Programs that manage this activity well usually have the solution architects, process specialists or risk specialists working with the
1. System 2. Business 3. End Systems Integrator to define the right access, controls, SOD Framework and the resultant system roles. Based on the Change Impact Analysis, the
roles roles users Change Team then works with this group and the business to facilitate the process of mapping these system roles to business roles and, ultimately, end
users.
1. System roles
These are system roles that have the access rights to
what is usually a collection of transaction codes. Benefits Some client experiences Key facts
2. Business roles ► Provides a business with a definitive Role Design Framework to EY has access to a SAP security build and
System roles are usually mapped to unique business ensure the right person gets the right level of access to the right Test CoE in India, Belfast and Poland that
roles. This mapping then determines which business part of the IT system — a critical “get right” for IT-led change provides end-to-end build of SAP roles and
role has what access. ► Facilitates that a business adopts the appropriate Segregation testing and defect management support.
of Duties Framework, meeting their regulatory and governance There are tools such as Role Build
3. End users requirements Manager, which automates building
Business roles are finally mapped to end users to technical roles, and EY Digital Boardroom,
► Ensures, if done correctly and with the right level of
grant access. our IP to provide clients with off-the-shelf
engagement from the business, business adoption of good
practice SOD rules dashboard reporting to drive better
outcomes around SOD risk response,
mitigation and monitoring.

Program phase Planning and scoping, high-level design Detailed design, build and test Deploy, support and embed
2. Define Security Strategy and business 3. Tailor Security Strategy and Business
Key steps 1. Establish strategy and governance 4. Business role refinement
roles Role Mapping
Objective ► To develop an approach, framework and ► To provide a baseline framework for the ► To develop content for the various security ► To continuously improve and refine BRDs to
governance for user access based on a business’s SAP Security Strategy. documents. ensure a fit-for-purpose best practice solution
consistent business Security Framework. ► To group system activities and tasks into system ► To assign business roles to employees, in is continually deployed.
roles based on the business’s ways of working. consultation with the business.
Key activities ► Identify stakeholders responsible for oversight ► Understand the current state of the business, ► Work with the business and relevant ► Allocate access to business users
of access activities (incl. approvals, changes including legacy systems and existing security stakeholders to finalize content for the following: ► Monitor defects and adjust access as
and endorsement) landscape ► Application Security Framework consisting appropriate after go-live
► Ensure the roles and responsibilities in the ► Work with relevant business stakeholders to of the governance, design standards and ► Identify and update, by the business,
access and controls domain are clearly defined identify the organization and system operational procedures supporting processes to include the system
in the form of a RACI requirements to form a baseline for: ► Application Security Strategy providing a business role allocation to employee positions
► Work with Business Process Owners, Functional ► Application Security Framework high-level overview, i.e., key design decisions, ► Hand-over access management to BAU Team
Leads, stakeholders and change (Business Change ► Application Security Strategy assumptions, Guiding Principles ► Ensure training, change and communications
Management) to identify compliance requirements in ► Application Security Governance ► Application Security Governance overlaying are aligned to business role design
scope business processes and applications for the ► Application Security Design Standards all security components, i.e., policies,
Tech. Transformation, determine how different strategies and procedures
► Business Role Blueprint, including
technology modules will be used Application Security Design Standards
underlying functional role design ►
► Gather segregation of duties and compliance ► The above then forms the basis of the system detailing roles and authorization and
requirements roles and then subsequent mapping to the systems and controls
► Define a RACI to align business’s jobs, roles, business roles ► Identify Business Role Mapping to positions across
and positions to enable the allocation of defence
system roles to the correct business roles ► Organization’s segregation of duties ruleset
Example outputs Business Role Blueprint Business Role to SOD

and client and functional design Position Mapping ruleset
deliverables
Security Security
Framework Governance
RACI Business Role Catalogue
Security Strategy Design Standards

Business Role Mapping focuses on:
► Development of the approach to undertaking activity to link system roles to user access, including defining overarching access and controls scope, approach, design, strategy and governance for business
system and business roles
► Providing the business with a definitive Role Design Framework that can be used to build system roles and map business roles and, ultimately, end users to these

► Ensure the roles and responsibilities between all parties in the access and controls domain are ► Provide input into the RACI development
clearly defined in the RACI ► Provide information in relation to segregation of duties and compliance requirements
► Gather segregation of duties and compliance requirements from the business to underpin the ► Outline and support efforts to identify and review processes that will be impacted by access and
governance risk and compliance controls design
► Review processes that will be impacted by the new access and controls design for the technology ► Support effort in aligning the business’s jobs, roles and positions to enable the allocation of system
► Define a RACI to align the business’s jobs, roles and positions to enable the allocation of system roles to the correct business roles
roles to the correct business roles ► Identify, via business stakeholders actively working with BRD Team, the organization and system
► Develop BRD Strategy including key design decisions, assumptions and Guiding Principles requirements to form a baseline and then iterate to final approach for the following:
associated with the management of user access pertaining to the technology landscape ► Application Security Framework
► Work with the business and relevant stakeholders to develop, iterate and finalize content for: ► Application Security Strategy
► Application Security Framework consisting of the governance, design standards and operational ► Application Security Governance
Learning procedures ► Application Security Design Standards
► Application Security Strategy providing a high-level overview, i.e., key design decisions, ► Business Role Blueprint including underlying functional role design
assumptions and Guiding Principles ► Review and approve the detailed Security Design Blueprint/matrix of system roles to business roles
► Application Security Governance overlaying all security components, i.e., policies, strategies in accordance with business solution
and procedures ► Support defect monitoring
► Application Security Design Standards detailing roles, authorization, systems and controls ► Support transition to BAU Team — BAU Team to manage on-going access activities
► Develop a detailed Security Design Blueprint/matrix of system roles to business roles in accordance
with business solution
► Allocate access to users
► Monitor defects and adjust access as appropriate after go-live and update processes and training as
required
► Hand-over access management to BAU Team
► RACI for business role design ► Security Framework ► Security Governance ► Business Role to Position Mapping ► Business Role Catalogue
EY deliverables ► Business Role Blueprint and functional design ► Security Strategy ► Design Standards ► SOD ruleset

Learning

Learning helps impacted personnel understand the purpose behind the change and the
impact on their role and supports the build of future capabilities so that individuals can
Learning Learning effectively execute their activities. A successful, comprehensive learning strategy and
program is essential for achieving the required capability uplift goals that underpin
transformational change.

Learning
Learning
Learning is an end-user touchpoint in all Transformational change typically necessitates capability uplift to be able to adapt to new processes, technologies and ways of working. Innovative and effective learning is needed to
transformation programmes. We have a differentiated deliver this uplift and deliver anticipated benefits.
proposition to help deal with learning challenges in an
increasingly disruptive world. Our Purpose-led Research suggests that organisations with an innovative approach to learning are better at managing transformational change because …innovative, blended pedagogies put
Learning Approach is driven by the Learner, the Client the end user at the heart of the learning journey, and have been proven to deliver more impactful learning.
Organisation and its Ecosystem. It helps impacted
personnel understand the purpose behind the change,
92% 8 seconds At least ⅓

the impact on their role and supports the build of
future capabilities so that individuals can effectively
execute their activities. Learning which has been
designed with the end user in mind supports the
transition to new responsibilities. A successful, of workers seek to increase their average human attention span in 2017. Learning of future jobs have not yet been invented.3
comprehensive Learning Strategy and program is ability to adapt and react to must be fast-paced, fit-for-purpose and ‘just in
essential for achieving the required capability uplift business change.1 time’.2
goals that underpin transformational change
Our approach includes: Context

1. Understanding and defining learner needs —
what and how do learners need to learn, what are Learning and development is a critical part of all transformation efforts – from creating a culture that is ready to change, to adopting the change (be it new systems, processes, ways of
the best possible mechanisms to impact their working or even roles as a result of any type of transformation programme,) to embedding the mindset, behaviours and skills required for new ways of working, and ensuring the
skills, behaviours and knowledge workforce can adapt to ongoing, future change. This is significantly different to basic ‘training’ which transfers knowledge, not the mindset, behaviours and ways of working which is
critical to making the change permanent.
2. Developing learning assets — using innovative
and optimal approaches to create content that is
fit-for-purpose, visually engaging and interactive
3. Delivery and activation — learner-centric Benefits Some client experiences
delivery using the most current, digitally-enabled,
blended formats ► Learning enables leadership to define how their organisation will be upskilled in new
4. Sustainability and driving value from learning ways of working and role model the change
— measuring the effectiveness of learning ► Learning enables programmes to deliver the benefit of their transformation and
interventions to see how new ways of working and change strategy by equipping end users to effectively fulfil their new roles
behaviours have been embedded ► Develops assets for local L&D teams to enable ongoing education and upskilling of
new hires
1source: Towards Maturity; 2 source: Time magazine; 3source: Galpin and Herndon

Learning
Our ability to leverage EY’s global footprint, our specialist Learning Center of Excellence powered with 100+ deep learning specialists globally,
Capability to deliver
at scale
combined with our digital capabilities, means that we are one of the few content-rich market players with the capability to deliver end-to-end
(E2E) learning at scale.
Learning design We provide clients with advice on what good Learning and Engagement looks like, as well as support with designing innovative learning
innovation assets, weaving digital learning, AI, etc., leveraging our award-winning team of instructors and designers from our state-of-the-art digital lab.
Our focused methodology promotes deep learner engagement through the use of personas and learner journeys. We combine our deep
Rich, learner-
centric methods
learning methods with Experience Design expertise to create unique Employee Experience Maps that deliver clear outcome-based learning
programs and solutions.
We have deep sector, function and industry domain knowledge, including specific EY businesses and strategic alliances focusing on the
education and innovation markets, e.g., EY Parthenon (dedicated education strategy practice). This allows us to deliver training that is
Domain knowledge relevant to the clients’ needs. Our domain knowledge has been recognized via nomination and success in internationally renowned awards
such as The Learning Awards Innovation in Learning Award 2016 Finalist and Brandon Hall Gold Award for Best Advance in Creating a
Learning Strategy 2017.
EY alliances span technology leaders and companies specializing in specific competencies, industries and geographies. We work on learning
Eco-system of
learning providers
projects with academic institutes (e.g., Harvard, Said Business School, Henley Business School), leading thinkers from business schools,
futurists and coaching professionals.
At EY, we focus on building proficiency as opposed to simply delivering one off training interventions. We believe developing proficiency is
about being able to track performance post a learning intervention by creating the right infrastructure and support to enable learning to
Focus on
proficiency
continue in the long term via assessments, Proficiency Labs and feedback. These mechanisms enable users to practice while thinking
critically about various real-life scenarios, allowing learners to improve performance in targeted areas. Developing proficiency in this manner
enables learning to “stick” for the long term and delivers the desired capability and behavior change required.

Learning
Approach overview
Program phase Discover and Prepare Explore, Realize (Build & Test), Deploy and Run
1. Analyze learning requirements and develop

Key steps 2. Design, develop and pilot learning 3. Implement 4. Evaluate
strategy
Objective ► To analyze target population and learning requirements ► To undertake Learning Needs Assessment (LNA). ► To communicate Learning Strategy to all impacted ► To evaluate and review learning effectiveness.
(required behaviors and skills, not just training). ► To determine the right learning interventions needed to audiences.
► To develop Learning Strategy, Approach and Plan. build the right skills (online, f2f, etc.). ► To embed messaging into broader communications to
► To design and develop learning. reinforce change.
► To pilot training, Train-the-Trainer, and revise. ► To deliver learning to end users.
Key activities ► Collect data on target population to inform training scope ► Conduct LNA and share findings with Leadership ► Deliver Learning and Development communications to ► Finalize repository of learning materials (as well as
and approach ► Use already defined personas or create Learning all impacted audiences confirming BAU owners)
► Understand “as-is” training landscape and approaches Personas to fully understand the audience and its needs ► Agree schedule and participants with the business ► Develop course evaluation and impact report, including
(including channels) ► Design Learner Journey(s) and required learning ► Execute Implementation Plan, including Learning quantitative measures to understand the ROI for
► Understand the relevant inputs into training from wider ► Develop Learning specifications (including delivery schedules, delivery approach, locations and required learning
Transformation Team, e.g., Change Impact Analysis methods) participants ► Conduct learning effectiveness evaluation at the
► Develop Learning Principles and measures of success ► Develop Test Plans and templates ► Manage end-to-end training delivery logistics and individual and organizational level
including KPI’s and ROI ► Develop blended learning materials: classroom and participant attendance ► Incorporate necessary enhancements and a framework
► Assess delivery methods and options digital training content, videos, briefings, bite-size ► Deliver or support delivery of learning courses as for continuous improvement, as well as pathway for
► Agree sign-off process, governance and responsibilities learning, etc., as needed required throughout locations (and via e-learning, as future learning requirements and strategy
► Develop Learning Strategy, Approach and Plan including ► Develop the Learning Deployment Plan needed) ► Hand over training to BAU Business/Learning and
roles and responsibilities for training (business and ► Track progress, attendance and gather feedback on Development Team
► Assist system configuration and planning
program) suggested improvements to feed into future learning
► Execute Train-the-Trainer activity
► Pilot training, obtain user feedback, refine content and
sign-off all Learning content
Example outputs and

client deliverables
Course Outlines/ Train-the-Trainer Learning Delivery Plan Training Evaluation Proficiency Assessment
Learning Project Plan Learning Strategy Document Learning Needs Analysis
Storyboards Content and Training Schedule Summary Report Report

Learning
The traditional one-size-fits-all approach to designing and delivering Learning is no longer an option for organizations effecting major change through Transformation Programs. Meeting the needs of a huge range of
learners, often geographically dispersed, in a time and cost–effective manner, is becoming more challenging.
EY is especially well placed to carry this out, as our Guiding Learning Principles allow us to operate flexibly and at scale. The tools and techniques we use to activate our learning use the latest learning research and
technology and leverage peer networks to address technical, behavioral and cultural needs.
Guiding Organizational capability Learner-centricity Strategic learning integration Interaction of the principles
Principles Our global footprint, digital capabilities and We can manage the behavioral and Learning and Development is Organizational capability, learner-
domain knowledge mean we can deliver cultural elements of organizational integral to all aspects of the centricity and strategic integration
exchange-to-exchange learning swiftly, at change using our focused learner- transformational change process combine real-time throughout the
scale, for any type of transformational centric methodologies project for maximum effectiveness
change program
Tools and
techniques End-to-end learning methodology Rich library of Learning Learning portal
Learner Needs Analysis (LNA) Transparent Evaluation
To build and implement tailored, assets and courses Provides peer-to-peer Frameworks
To develop Learner Personas
cutting-edge learning solutions. This To support technology, soft support, as well as a To test and demonstrate
and Journeys for everyone
can also include using authoring skills, leadership or industry repository for all learning learning gains and
impacted by the change process
tools such as Articulate Storyline skills and behaviors associated to the business impact and track
360 and Adobe Captivate Learning COE Link role/change/function transition to BAU

Guiding Principles in action
An example learner journey for a Transformation Program
This slide shows a typical Learning Journey for an individual on a Transformation Program. However, we work with each client to truly assess the needs of their organization in the context of their change (e.g., ERP,
transactions). Learning Journeys should be built based on the persona (audience’s) needs and incorporate required, bespoke or personalized learning that is based on need and skills and behaviors to be developed.
1 2 3 4
Wider learning context Leadership alignment Engage
Enable
Sustain
for a complex Leaders effectively role model People understand the rationale for
People have the right skills and
People understand organizational
Transformation Program change with a clear understanding change and what it means to them,
tools are in place to perform new
context, including KPIs, reporting
roles or tasks successfully,
of the new vision and desired including benefits to staff, and incentives, before transitioning
including training and on-the-job
behaviors customers and business to BAU
experience
3
High-level example of an individual learner’s experience. Attends workshops, simulations and sessions
with peer group (virtual, classroom)
Gets Leadership comms., social “nudges” and
news linking their progress to the wider change
agenda
Has access to on-demand knowledge, e.g.,
1
Learner’s capability is document libraries, virtual tutors, podcasts
assessed against Learning agenda is clearly aligned and
business requirements co-ordinated with other workstreams.
and a tailored Learning
Journey/Map is produced
This is powered by a
high-level Learner Needs
Assessment (LNA) and
the resulting learning
2 4
personas Learning Program is tailored to up-skill
learner on new technologies, new processes Measurement of learning gains
and new ways of working On-going access to learning
Becomes part of a community of interest community and on-demand
materials
Assigned coaches and peer support

Learning deliverables
Personas and Learning Journeys
Bringing the Learning Experience to life enables a deep understanding of the audience and the new mind-set, behaviors
and skills required to effect and sustain the right change.
Industry awards
Use a pre-designed Know the audience (persona) EY is consistently awarded for our
templated approach To ensure all aspects of the audience are ability to enable and sustain successful
To ensure there is deliberate focus understood: preferences, characteristics, global business learning by recognized
Visual design of the journey institutions and design and develop
across the experience — from being attitudes before the journey — and
industry-leading and creative learning
unaware to aware, able with support, learning content is designed or This is key to bringing the audience, persona solutions
able, and effective and sustainable developed and journey to life. This should be as detailed
and specific as possible Learning COE (method, templates, content)

Example alliances, solution and content providers to support
Learning engagements
External solution External content

partners partners Capability build via Leadership Development
Lane 4 and Coaching programs, change support and
HR software implementation — employee engagement
provider of software adoption solutions Financial services e-learning course library —
AppLearn
for enterprise organizations. Also offers 515 individual courses available covering
content creation Intuition topics such as: Accounting, Corporate
Leadership assessment provider and Finance, Banking and Capital Markets and
Hogan Asset Management
consultancy EY regional learning capabilities
Simulation content design and Learning content and curriculum
development: development, technology services support,
Xerox
a. Board-game style physical system implementation, vendor
BTS classroom simulations management, instructional design
b. Web-enabled and virtual Online and face-to-face learning programs.
simulations Global alliance partners Offers learning design, expert-led content,
Facilitation of simulations collaborative learning and an online platform
Avado
People analytics platform that allows that works around you. The focus of their
organizations to understand how skills and experience is digital marketing and
Humanyze digital skills
communications impact delivery,
engagement and productivity. Development of interactive web-based
Aptara
Online pooling tool used during learning complying with NASBA standards
Mentimeter
classroom learning CLS Specializing in language localization,
Simulation content design and (Lionsbridge) software testing and e-learning
development: simulations, micro- Freeformers People change of digital transformations
Regis
simulations, e-learning (WBL), virtual
learning, simulation technology Global performance improvement provider of
GP Strategies sales and technical training, e-learning
Emoquo Personal online business coach solutions and management consulting

Learning
Learning focuses on:
► Development of Training Strategy and Training Needs Analysis to understand and identify the optimum approach to learning for new ways of working, including needs and approach for each impacted
audience
► Development of Learning templates, prototypes, Test Plans and functional specifications to support learning activity
► Development of training materials and execution of training via agreed channels

► Undertake impact assessment of learning needed: courses, groups and teams impacted Design and development
► Develop Learning and Development Principles The client will lead these activities and provide input, review and suggestions as appropriate:
► Assess delivery methods and delivery options ► Prepare the learning and development environment ahead of learning events
► Agree sign-off process, governance and responsibilities ► Provide feedback, input and review of learning materials and assist in building positive employee
► Develop Learning approach and Plan, including roles and responsibilities for all learning and experiences in learning and development
development activity (business and program) ► Act as the subject-matter expert for relevant content, provide anecdotal data points on what
► Develop the Learning Needs Analysis will/won’t work for their organization and support the development of learning personas
► Develop Strategy and Plan ► Provide a detailed hand-over from UAT to learning (i.e., update on defects impacting on learning
► Create or utilize existing Learning Personas as part of the Learning Design material)
► Develop course curriculum and materials: outlines, key content and module learning outcomes and ► Provide all relevant technical log-ins
Learning work with SMEs to agree on structure and content for each course ► Build the simulations or prototypes required for learning and development
► Develop design, functional and technical specifications, determining the look and feel of the learning ► Create and provide organization-specific or role-specific data to inform learning design
materials and functional requirements for online content
► Provide input and guidance for the learning and development schedule, taking into account other
► Develop engaging classroom training: immersive and innovative, learning that is behavioral and key stroke
program activities that may be running in parallel, e.g., testing
► Develop e-learning prototypes, Test Plans and templates, including creating online content
► Develop technical and functional documentation that is refreshed as required, so that learning
(prototypes) to test on business ICT platforms, and record results in Test Plans
► Work with client to pilot classroom and e-learning assets and refine content based on user feedback materials are ready for hand-over to BAU
► Deliver Train the Trainer meta-learning and support materials Training delivery
► Define Implementation Plan, including learning schedules, delivery approach, locations and required ► Agree schedule and participants
participants, and agree with the business ► Deliver or support delivery of learning courses as required throughout locations (and via e-learning)
► Deliver training
► Manage risks and issues and any third-party suppliers from the EY eco-system
► Obtain feedback and revise learning approach accordingly
► Learning Strategy ► Learning Needs Analysis ► Training courses ► Course evaluations

EY deliverables ► Learning Principles ► Learning templates and prototypes ► Training Implementation Plan

Organizational alignment

The focus of Leadership Capability Development in relation to Change Experience is about
Leadership equipping leaders to lead in increasingly uncertain environments where change is constant
so they can drive successful transformation.
Organization Design is the design and implementation of changes to the formal structure of
Organization Design
the organization, congruent with strategy and the remainder of the operating model.
Organizational
Alignment Strategic Workforce Planning (SWP) is the art of understanding the current workforce and
the workforce the future strategy requires, articulating the gap between present and future
Talent and Strategic and defining recommendations to bridge that gap. The resultant Talent Strategy is a holistic
Workforce Planning approach, encompassing recruiting, developing, managing, retaining and redeploying talent
to maximize the effectiveness of both the current and future workforce in light of strategic
business priorities.

Leadership
Leadership
To help organizations drive the leadership Effective leadership is an increasingly important differentiator in the disrupted, digital age. New leadership capabilities are needed to drive a working world that
capabilities needed to thrive in this transformative is change-constant, technology-centric and yet still in need of diverse human energy. Leadership fundamentals such as execution and acumen still matter but
era, EY delivers six core services that focus on now a new set of capabilities are emerging as critical. The focus of Leadership Capability Development is about equipping leaders to lead in increasingly
shifting the Leadership mind-set from traditional to uncertain environments where change is constant and transformation is the norm.
progressive and from industrial to digital. These To drive effective change and continue to deliver outstanding business results, a mind-set shift is needed from
support the delivery of effective leadership through
leaders. Here’s why:
70%
complex transformations, as well as successfully Organizations whose leaders
leading organization in an increasingly disrupted
world. Typical areas covered include:
► Aligning the Senior Leadership Team on the
90%
of Executives believe their of executives believe they
have strong digital era
capabilities outperform the
market by more than
72%
competencies needed for the organization to of companies are developing or
50%
businesses are being disrupted lack the skills, leadership
succeed and/or structure to adapt to starting to develop Leadership
or reinvented by digital
► Developing current and emerging leaders continual change Programs focused on digital
business models
based on our 12 Digital Era Leadership
Capability model
► Fast-tracking emerging leaders
Context
► Readying the bench for effective succession EY offers standalone Leadership Programs for all levels of the organization, to equip leaders to successfully deliver on transformations and to lead in
management increasingly uncertain environments where rapid change is now the business norm.
► Enabling teams by pinpointing key
development opportunities
► Optimizing Leadership Strategy by analyzing
current spend ► Align Leadership Team and understand the critical capabilities and
Through these services, we help leaders behaviors needed to excel
successfully drive transformations and deliver
► Understand what is needed to develop the right Team Operating
outstanding leadership of their organizations.
Model and culture to deliver the organizational strategy
► Support leaders effectively in their personal journeys as they
develop their individual and collective leadership behaviors
► Prepare leaders to find and leverage the upside of disruption
► Mitigate leadership risk and manage cost by better understanding
succession management and the need to fast-track high-potential
future leaders

Leadership
Our Leadership Framework is unique in identifying key areas (accelerators/capabilities) that will be critical for leaders
Our Leadership
Framework
to adopt in the digital era. Our framework is supported by the 2018 Global Leadership Forecast, a distinctive data
asset backing our offering.
Our unique program offers the tools and knowledge that leaders need to excel rapidly in today’s working world. Our
Unique tools
and resources
360-degree assessment, coupled with our dynamic, highly engaging and activity-based workshop, offers a distinctive,
lasting experience for clients.
Best-in-class
approach EY’s vast array of strategic alliances allow our programs to align with Mobius (best-in-class Leadership Consultants),
supported by an
eco-system of
Bob Kegan (Harvard Professor and Thought Leader), Columbia and others to deliver a global, integrated offering. We
strategic collaborate and share knowledge to enhance our core methodologies.
alliances
We understand that leaders progress through their journeys at different speeds and require different types of support.
On-going Our approach ensures that each leader receives a tailored Leadership Journey based on individual competencies and
tailored support grounded in the context of the challenges they face. Coupled with this, we provide on-going support and feedback
through a variety of mechanisms to support leaders on their development journey.

Leadership
Approach overview
Program phase Assess Inspire Deliver
1. Agree scope, participants and assess baseline 3. Set Leadership Develop Program, learning path,
Key steps 2. Spark Workshop session
capabilities review and refine
Objective ► To understand the existing Leadership Development ► To galvanize individuals and teams through a ► To develop a bespoke learning approach as appropriate.
offer or approach. Breakthrough Workshop and associated activities. ► To provide tailored support and coaching to support the
► To understand Leadership Development context, such Leadership Development Journey.
as Transformation delivery. ► To develop leadership strengths and capabilities
► To establish baseline capability of the Leader(s). required, as identified through the assessment.
Key activities ► Define target Leadership Group ► Undertake Leadership Development Session, e.g., ► Develop Leadership Development approach and
► Understand existing Leadership Development approach typically a four-hour activity-based and hands-on session program based on outputs, aspirations and scope
and support networks with individual, team, and organization-level activities that ► Establish key content and learning assets required to
► Provide a 20-minute online diagnostic to be completed encourage and inspire action fulfil the identified Leadership Journeys
► Provide reflection, reinvention and response to the Practice learning through simulations, case studies, real-
by each Leader, pointing to clear strengths and ►
development opportunities Leadership call for a changing organization life observations and other techniques
► Provide fast-paced session centered on disruptive ► Provide on-going feedback and tailored support for
► Provide self-assessment and multi-rater feedback to
thinking Leaders to deliver their Leadership Journeys
create a rich view of the leader’s current capabilities
► Focus on shifting the overall mind-set and personal ► Support Leadership Learning Journey with a curriculum
► Deliver personalized report and tailored Leadership
ownership of a focal capability for the Leader to design that accelerates the path forward
Journey during 1:1 briefing or an in-person workshop to
accelerate ► Use EY Change Insights tool to monitor effectiveness of
provide insight on individual and peer comparison
► Leverage our network of leaders, where appropriate, for change by business unit and intervene as required
perspectives and stimulatation regarding what ► Transition Leadership Development approach and new
successful leadership looks like in the client’s sector behaviors into BAU
Example outputs
and client
deliverables
Leadership Interactive report Individual and Team Prioritized leadership

Digital Leadership
Leadership Spark EY Change Insights
assessment dashboard mappingAggregate Report summary workshop sessionWorkshop capabilities Leadership Learning Journey Roadmap — Leadership

Leadership
Eco-system partners
The Leadership Development market is awash with suppliers. These are examples of main partners we have worked with globally and it is
not an exhaustive list. EY Leadership resources in each area will have the latest information on key partners for each region.
DDI Henley Business

Leadership assessment School EY resources
Bob Kegan and Lisa Lahey
and development Executive Leadership
Work closely with EY on leadership
development solutions.
Leadership selection, assessment, Partnered with EY for delivery of ► Beacon Institute
Coaching and executive development and succession Leadership Apprenticeship ► Adam Canwell (Australia)
development programs derived from planning. EY alliance partner. Can Programs in the UK. Provides a ► Joe Dettman (US)
Kegan and Lahey’s Immunity to operate at scale across multiple capability to transform through
leadership development ► Lyndsey Falkov (South Africa)
change and other works countries
► David Storey (EMEIA)
► Kam Malik (Global CoE)
► Prashant Kelkar (GDS)
Mobius Valerie Keller (Beacon
Center for Creative ►
Transformational Local leadership boutiques Institute)
Leadership
leadership
Global leadership firm offering Clients are often already working Provides extensive thought
immersive Leadership Programs, with leadership firms. EY is adept at leadership and practical materials
best-in-class skills training and one- working alongside these and forging across a range of leadership topics:
on-one executive coaching services. strong relationships. Examples Change Leadership, Innovation,
Associate pool of thought leaders in include Lane4, Thomson Harrison Coaching and Digital Transformation.
organizational development and and Human Signal Strength in Government, Education
transformation and Healthcare sectors

Leadership
Building Leadership capability starts with igniting a spark. EY’s Leadership Advisory Program is designed to foundationally educate and inspire people to something better and promote new practical ways of working
that leads to higher performing teams.
Guiding Data led

Agile methodology Accelerate learning and Tailored approach
Principles Our delivery methodology allows adoption Investing in the right leadership talent
Each program is uniquely tailored to
our leadership approach to fit hand Our approach engages Leaders to each of our clients and to individual through data insights and using the Global
in hand with transformations, M&A, balance learning on multiple levels Leaders, providing a uniquely custom Leadership Forecast to leverage a suite of
transactions, BAU leadership including Leadership, teaming and experience for every engagement data that backs our Capability model and
development and more mind-set shifts Leadership Program
Tools and
techniques
Transformation Leadership and 1:1 Individual feedback sessions Spark Workshop session Leadership Learning Journey and
Teaming Assessment A personalized report delivered A four-hour activity-based and hands-on support
Guides individual development around a during a 1:1 in-person briefing to session with individual, team and Individual support based on learning styles,
set of knowledge, skills and capabilities provide insight on individual and organization-level activities capability needs, etc. which delivers
needed to thrive in today’s dynamic peer comparison leadership strengths, behavioral capability
environment growth and continued education

Leadership
Optimizing culture
What is culture? Why is culture important?
We see culture as behavior-based “how” Having a clear, well-defined company culture gives an organization a unique feeling of togetherness — it comprises the beliefs and behaviors that influence how
(values, behaviors, operating model) that employees and Leadership interact with one another and how they handle business transactions. It embodies the core values of the company that each team member
must stay in tune with an organization’s emulates.
vision (the “where”), purpose (the “why”) and ► Strategy delivery: Key enabler to out-performing peers through close alignment between culture and business strategy
strategy (the “what”). Evolving culture and ► Culture’s role as a differentiator: For talent and customers and as a factor in long-term value creation
talent is both strategic and applied, with five ► Risk management: Effective barrier against regulatory failure, operational risk, etc.
core tenets that help guide how we help ► Customer and societal expectations: Mitigates increasing risks associated with failing external expectations (i.e., pay gap, ethics)
clients evolve organizational culture: ► M&A activity: Recognition that corporate deals succeed or don’t in large part because of Leadership and culture fit
► Culture is a key enabler of purpose and
► D&I: Support for diversity and inclusiveness is critical to achieving better business results and to compete for talent
strategy
► Every organization has a cultural
archetype and wins through the right
behaviors The link between leadership and culture
► Leaders play a key role in owning,
updating and monitoring an organization’s Leaders play a key role in setting, evolving and owning an organization’s culture.
culture ► Leaders sign-post the culture they want from the organization through their behaviors, interactions and decision making
► Culture can be readily measured so ► Leaders determine an organization’s cultural strategy and approach, aligned with it’s overall Business Strategy:
evolution can be monitored over time ► Set the cultural journey and are the key group in communicating the journey to the organization
► Evolving culture is about changing a few ► Sign-post the culture they want from the organization through their behaviors and reinforce the culture through day-to-day interactions and decision making
everyday behaviors and reinforcing the ► Make investment decisions based on supporting the desired culture
changes through shifts to the operating ► Measure progress against the cultural journey and continually prioritize activities to deliver
model and operating environment
For more information on our approach to culture transformation Joe Dettman/Micah Alpern
please contact one of our global leads. Leadership & Culture Lead (Joint)
Tel: + 1 6163 661 661/+ 1 7039 651 166

Email: joe.dettmann@ey.com/micah.alpern@ey.com

Organization Design
Organization Design
Organization Design (OD) is the design  Implementing the right Organization Design is necessary to drive achievement of organizational strategy.
and implementation of changes to the
 OD is necessary whenever organizations transform or undertake mergers and acquisitions (transactions). Organizations must align
formal structure of the organization,
the formal organization of their people with other changes to the operating model — for example, to processes, technology and
congruent with strategy and the remainder
location. Very often, Organization Design changes are needed to deliver financial benefits — for example, by de-layering.
of the operating model. OD is informed by
the organization’s strategy and the  Many organizations are moving rapidly to adopt more agile, customer and employee–focused organizational models, and new forms
operating model, which guide the of OD are needed to support these models.
development of the OD.
 In addition, specific organizational capabilities or functions are changing to help organizations drive competitive advantage, and
The core outcome of OD is the these require specific OD to be successful (for example, business information, customer insight, digital and data capabilities).
implementation of the required
capabilities and the development of
structures, roles and resources to Benefits Some client experiences
support these. Our Organizational Design The benefits of OD are essentially tied to the outcome of the Transformation or
Framework covers these four elements, as the strategy that the client is activating. However, more specifically, the types of
well as the other elements of design that improvement that we should talk to clients about include being measurably
the OD must link to, in order to achieve more:
design integrity and sustainability for the
future.  Agile for example, by adopting agile structures (e.g., clans and tribes) and
by building more flexible access to talent
 Customer and/or employee focused for example, by adopting design
thinking approaches to designing their organizations
 Cost effective such as by optimizing spans and layers
 Scalable for example, by future proofing the structure for further changes
 Focused such as by prioritizing specific products and markets
 Capable in areas that drive competitive advantage

Organization Design
How activity complements change programs
Organizational Design is often a necessary part of a transformation and varies in complexity and scope
depending on the nature of the change program.
Triggers for Organization Design Scope and complexity of Organization Design activity required
Types of organizational changes where

Organizational Design work may be required:
► Enterprise-wide transformation
► Single business unit transformation (e.g.,
Finance, Customer, HR, Technology, Field
Force) or re-scoping of functions
► Head-count reduction or efficiency programs,
including post-transaction synergy capture
► Skills-based transformation or large-scale
changes to the capabilities required
► Optimizing layers and spans of control

Organization Design
We are one of the world’s leading providers of OD services, with global scale and in-depth experience. We bring a wealth of industry
Insight driven and function-specific insights that help executives to understand trends and leading practices and make informed choices. Our global
breadth and scale helps us advise on the latest OD trends and tailor solutions to specific geographies and cultures.
We speed up and reduce risk and cost of very large scale organization design by enabling the OD process with a range of
Technology/
bespoke technology tools. This enables EY to tackle the very largest and most complex organizational transformations with
data enabled
confidence of achieving timescales and benefits. This includes our market-leading Organization and Talent Hub (OTH) platform.
Integrated: Our approach to organization design is fully integrated with a set of services that serve the full people agenda. In particular, we
strategy to support clients end to end to develop and implement their organization strategies, understand how these fit within the broader
implementation operating model design, develop their Organization Design and feed the requirements through to Strategic Workforce Planning.
We work with and alongside the client’s Leadership and team, enabling them to develop a high level of ownership of the design,
Collaborative and therefore be able to lead successful implementation. We use innovative governance, communication and engagement tools
(drawn from the wider Change Experience toolkit) to maintain a high level of both pace and engagement.
We define organization designs that are fit-for-future and able to be implemented. We apply agile methods to realize value and
Benefits see designs through to implementation rapidly. Our approach to design is done with achievement of benefits and sustainability in
focused mind. We therefore take a delivery approach that is pragmatic, collaborative, fits with the client’s culture, builds capability and is
relentlessly outcomes-focused.

Organization Design
Identify Diagnose Design Deliver Sustain

Time
4–12 weeks1 4–8 weeks1 2–6 months1 3–12 months1
Current State Assessment (CSA) High-level design (HLD) Detailed design (DD) Implementation (Implement’n)
► Gather information ► Validate the Target Operating Model and ► Complete detailed design ► Deploy the new organization
► Understand strategic drivers and requirements ► Align organization and roles (SI work only) ► Deliver change communications
operating model ► Define Design Principles and selection ► Perform Org. Design Capability Mapping ► Business adoption post implementation
► Analyze layers and spans of controls criteria ► Engage representative bodies ► Conduct targeted stakeholder activities
► Understand organizational governance ► Develop high-level organization structure
► Plan and manage Business Readiness ► Transition change communications
Activities
► Analyze organizational head-count

options
► Conduct Business Readiness Assessment ► Transfer knowledge
► Perform Change Impact Analysis
► Identify talent management practices ► Perform Change Impact Analysis
► Evaluate People Retention Strategy
► Conduct Stakeholder Analysis ► Validate business adoption
► Develop stakeholder approach and plan
► Define future state requirements ► Agree on Transition Strategy and timelines
► Develop Change Communications Plan
► Conduct benchmarking ► Develop Implementation Plan
► Conduct targeted stakeholder activities
► Design change communications

Output
Organization Assessment High-level Organization Design Detailed Organization Design

Sign-off
1 2 3 4 5 6
gates2
Project Design Principles High-level Detailed Implement’n and go-live (may be Post Implementation
initiation design design multiple) Review
* Timing ranges for each phase are indicative only and will depend on the complexity of the Organizational Design engagement.

Organization Design
Some of the core principles and tools are outlined below.
Guiding
Principles Data-led: pace and accuracy Collaborative Holistic and workable Benefits driven
Driving the pace and insights to Collaboration within the Leadership Integrated design that aligns to Working with the business, HR and
build a fit-for-purpose client and the business ensures buy-in and process, governance, infrastructure, Finance throughout to enable
organization through a data-driven accountability from Executive performance, culture and talent achievement of benefits, in a predictable
approach Leadership to the shop floor components of the organization and traceable way, and with less risk
Future of Work Readiness index MRI tool Org. Capability Excellence Organization and Talent Hub (OTH)
Delivers clarity about the forces driving Diagnoses activity-level people costs (OCX) A proprietary technology platform that accelerates
Tools and change, an understanding of the across the entire enterprise, supplied Catalogs and assesses talent client organization and talent planning from design to
current state and future state across with HR data and survey results. The execution, by enabling organization and talent planning
techniques the operating model and environment, tool uses a fact-based approach for
competencies
(OTP). OTP facilitates the decision making process
and quantified results for assessing “as-is” operating model and associated with enterprise-wide organization design
benchmarking support the design and size of “to-be” and talent planning, to achieve business objectives
operating model and its approach and enhance the long-term talent pipeline. It provides
drives a prioritized list of operating “one source of the truth” for both current state and
model improvement opportunities various future state scenarios. Provides analytics
dashboards end-to-end through transitions of talent

Best practice example:
An agile approach to designing organizations
Agile Organization Design approach
1. Align and prioritize: Work with Leadership Team

to understand strategic direction and imperatives. Speed Design speed and implementation are critical
because lingering uncertainty leads to lower morale
2. Leading capability models: Leverage our data and retention issues.
and insights to hypothesize about potential
structures.
3. Workshop: Facilitate active workshops to explore Quality A high-quality design is the result of testing
options and decide on best structure fit. relentlessly and continuously improving based on
feedback.
4. Design and build: Design the future organization
down to teams, based on the current organization
makeup.
Flexibility The nature of agile design is one of continuous
5. Conference room pilot: Test the organization change; as new information is gleaned, the design is
design by running it through real-world processes adapted and refined.
from the business.
6. Finalize plan: Make any additional tweaks to
organization design and develop roadmap for Engagement Active involvement of stakeholders, visibility of
implementation. progress and flexibility to change drive active
engagement, leading to building the right design.

Designing organizations for the future
The agile organization’s DNA Agile organizations will be
best placed to lead and adapt
to change into the future.
Features of an agile
Flexible
organization’s core DNA will
Organizations can change and enable Change Experience
adapt as business needs
evolve
capability to be readily
Team-based developed.
Team success outweighs
individual advancement
Flatter Agile organizations will also
Removes hierarchical barriers be at a competitive advantage
that paralyze organizations
in creating capacity for
managing change as required.
Collaborative
A variety of perspectives will
ultimately lead to better When undertaking
Connected outcomes Organization Design activity,
Whether technologically
enabled or in-person
we take these characteristics
interactions into account.

The Organization and Talent Hub
Organization and Talent Planning (OTP), supported by the Organization and Talent Hub (OTH), is an EY technology-enabled consulting
service that helps clients plan for, model, and implement changes to their organizational structure and alignment of talent in that structure.
Integrated, Hosted, SOC1-compliant database Analytics, reporting

configured to support Org & Talent Planning
normalized and and extracts to other
secure data systems
► A database to Analytics
► Interactive
combine KPIs/metrics to
normalized data HRMS explore and analyze
from a single or data
Reporting
multiple
► Customized reports
organizations (and
Collaboration between Enterprise-wide Organization Ability to create a plan for Tracking of the cost of that deliver subsets
systems) Finance, HR, CDO and Design process, while also how individuals will organization based on of data on demand to
IMO/PMO roles to align on enabling region/country populate new and/or actual employee
► Core set of Add’l operating model changes, specific planning. adapted organizational movements.
Extracts for authorized users
Downstream
employee data
cost baselines and major Integration of organization, structures at the position Effective on and off–
sources Systems ► Extracts to feed back
demographic and milestone reviews for any people and cost data fed level boarding to protect
transaction, restructuring or directly from multiple HR data employee experience and to HRIS and
position-related optimization initiative sources into a modeling and corporate reputation
downstream systems
HR data tracking environment
Example dashboard:
► Extensible data
model to augment
and enrich core User-based User-based User-based User-based
modules modules modules modules
HR data
Planning modules to support users
► Processes that are pre-defined and supported through iterative usage of
user-friendly input interfaces, scenario modeling and reports/output

Organization Design
Further material
► Further material on the OD sales and delivery cycle can be found on the OD Discover site and in
Exelerator.
OD method and key collateral
Exelerator2 Organization and Talent Planning (OTP) overview

Organization and Talent Planning (OTP) is EY’s technology-
Exelerator2 is the one source for all Global Advisory methods.
enabled consulting solution that facilitates the decision making
The Organization Design service delivery method is stored here,
process associated with enterprise-wide Organization Design and
providing detailed step-by-step guidance, best practice templates
Talent Planning. This document provides an overview of insights,
and examples to drive consistency in delivery.
methodology and tools for internal use.
Global PAS Organizational Design Discover site Organization Design Sales toolkit*
The site includes links to useful resources, credentials, proposals, Describes the industry developments and clients’ issues
pursuit materials, thought leadership, service delivery materials generating the need for the solution — includes a summary
and more. narrative of the solution.
* Currently under development. Once launched, it will be available via the Global PAS
Organizational Design Discover site.

Organization Design
Relevant tools, assets and enablers
EY’s Organization Design approach is underpinned by digital tools, driving deep data analysis and delivering real-time insights.
Organization and Talent Hub (OTH)

A proprietary technology platform that accelerates client organization and talent planning, from design to execution, by enabling Organization and Talent Planning (OTP). OTP
facilitates the decision-making process associated with enterprise-wide Organization Design and Talent Planning, to achieve business objectives and enhance the long-term
talent pipeline. It provides “one source of the truth” for both current state and various future state scenarios. Provides analytics dashboards end-to-end through transitions of
talent.
EY benchmark MRI tool Future of Work Readiness Index Wavespace Strategic Workforce
Combines advanced facilitation Plan (WFP)
capabilities with technology,
Delivers clarity about the forces driving
subject-matter experts and
change, an understanding of the current
facilities to create an immersive,
state and future state across the operating
exciting, collaborative problem- Enables macro
model and environment, and quantified
More than 1,000 Diagnoses activity-level solving experience
results for benchmarking modeling and SWP
process/function people costs across the
benchmarks filtered by entire enterprise,
company size, industry Digital-era Leadership Assessment Culture assessment and alignment Org. Capability
supplied with HR data Excellence (OCX)
and process and survey results Leverages digital era
Leadership Framework in ► Define and align the
assessing (360) and culture
reporting, facilitating ► Understand the
gaps Catalogs and assesses
breakthrough Leadership
► Close the gaps talent competencies
sessions
People Analytics Dashboards Workforce Attrition Analytics Talent Attraction Analytics Org./Employee Network Analysis Digital Watercooler
For key HR metrics at a glance. To manage exit risk To improve the employee value proposition Insight for through analysis of the flow For real-time employee engagement
of information and
decision making

Talent and Strategic Workforce Planning
It is vital to understand the talent implications of any large The business landscape is more turbulent and changeable than ever. Leading organizations through transformation in this era means
Transformation Program as often the impact of the fundamentally rethinking the approach to the workforce, work and the way we operate to drive organizational success. As the next wave
Transformation may necessitate the need to reconsider the of disruptive technologies take hold — AI, robotics, virtual reality, IoT and sharing economy platforms — we are starting to see an
talent and workforce composition of the future.
enormous degree of labor displacement. The implications for talent are vast. HR’s core contribution to a successful business will be to:
This starts with a talent approach that is fully aligned to the
► Understand and aid in defining the future talent needs of the business
Business Strategy, Talent Strategy and program outcomes.
Underpinning this is Strategic Workforce Planning (SWP) — ► Understand the capacity, capability, composition and cost of the future workforce required to power a successful business
the art of understanding the current workforce compared to ► Understand, develop, track and leverage the capability of your employees, contractors and partners
the workforce the future strategy requires and articulating
the gap. Finally, targeted interventions are put in place to
bridge the gap, including recruiting, developing, managing, Context
retaining, rewarding and redeploying talent to maximize the
effectiveness of both the current and future workforce in light A large part of the potential success of Transformation Programs lies in ensuring that the business is fully equipped to sustain the
of strategic business priorities. change – that it has the right people with the right skills in the right place at the right time. Given the long range and complex nature of
Our approach to this is as follows: these programs, a clear talent approach is required, aligned to the organization’s overall Talent Strategy, to outline expected changes
► Talent approach: To design a talent approach aligned to and build-buy-borrow options to be considered. This is followed by robust Strategic Workforce Planning, which enables us to model the
Business and Talent Strategy that clearly outlines expected shape and size of this future workforce and make informed decisions. Targeted interventions then articulate the options to identify,
changes to the workforce and build-borrow-buy options to be attract and manage talent. Outputs from these feed into Organization Design for detailed shaping of structures and roles and
considered (e.g., changing permanent contingent labor mix,
subsequent implementation, often with short, medium and long–term interventions. Necessary adjustments need to be made to the “hire
recruitment, redeployment) to deliver required changes.
to retire” lifecycle, including in some cases, adjustments to recruitment, reward, competencies and career paths, to manage the talent.
► Strategic workforce planning: Our SWP approach starts
and ends with understanding capacity, capability,
composition and cost. Our approach allows us to measure Benefits Some client experiences
the impact of key Talent Strategy decisions as they relate to
multiple facets of workforce optimizations on Transformation ► Identification of the talent required to enable the Transformation in the short term
Programs. and sustain the organization in the medium and long term
► Targeted interventions: Finally, targeted interventions are ► Identification of the capacity and capability gaps and the cost to achieve the
put in place to address the talent needs. The nature of these desired change to the talent landscape
will differ depending on the talent approach and identified ► Development of a defined basket of initiatives to effect the changes required, including
gaps. recruitment, development, management, retention, reward and redeployment

We work holistically across our clients’ talent agendas and pride ourselves in the breadth of expertize we can bring to
Breadth of
bear. As a result, our offerings are not myopically focused on a single aspect of the talent agenda but rather, leverage
our talent
multiple capabilities simultaneously to deliver value exponentially. PAS is continuously investing in new capabilities as
offerings well as deepening existing capabilities in order to provide cutting-edge solutions to our client’s business challenges.
EY stands out for its globally integrated go-to-market model that enables us to portray an integrated picture across
Global Strategic Workforce Planning, talent and future-of-work value levers that help clients make sense of complex
community workforce management challenges in a data-driven way, but then see the change through to completion as Strategic
Workforce Planning feeds into interventions for delivering the future workforce.
Our Strategic Workforce Planning capability draws on an extensive resource base that brings together a unique blend
Business
of talent management, workforce planning, Data Scientists, modelers, Organizational Psychologists, storytellers and
outcome
industry experts who are able to translate business objectives into the required workforce using data-driven insights
focused and a narrative tailored to each organization.
EY utilizes our previous experience built over more than a decade of leading practice Strategic Workforce Planning to
Pre-built quickly build out and analyze your future workforce requirements. Leveraging existing best practice models and
assets reporting infrastructure, e.g., pre-configured workforce models that can be amended for any organization, ensures that
more time is spent assessing the critical issues rather than building models and cleaning data.
Integrated Our approach is distinctive primarily in the way in which it tightly integrates not only capacity planning but also future
capability requirements, workforce composition and cost implications as a core component of the future workforce
planning and
plan. All scenario planning and outcomes incorporate the resultant implications on all 4 C’s — capacity, capability,
talent composition and cost — creating a powerful multi-dimensional decision framework for clients when assessing and
capabilities building their future workforce strategy.

Overview
Any major Transformation Program will typically have an impact on future talent and capabilities. Consideration should be given to how to align the
future talent approach to the Transformation outcomes desired. This is both in terms of the short-term talent required to enable the transition and the
future talent needed for the long term. Based on the Talent Strategy, workforce planning activity creates a quantitative view of the capacity, capability,
composition and cost of that workforce. Finally, interventions are selected to optimize the talent program to deliver on business results.
3. Talent 3. Talent
Typical interventions Typical interventions
component component
Talent interventions
1. Attract ► Employee value proposition 4. Perform ► Business performance

and branding measurement
► Job analysis and design ► Goals and objectives
Analytics 6. Transition 1. Attract Measurement
► Recruitment ► Performance management
► Diversity and inclusion ► Employee relations
Purpose,
► Employee wellness and
Business
Strategic
safety
Strategy, Talent Talent Talent Transformation
Workforce
Transformation approach results results
Planning 5. Reward Program 2. Deploy
goals and 2. Deploy ► Operational workforce 5. Reward ► Executive compensation
business case Optimization
planning ► Retention schemes
► Internal mobility ► Recognition programs
► Career planning ► Incentive programs
Analytics Measurement ► Succession planning ► Bonus planning and
4. Perform 3. Develop
administration
1. The talent 2. SWP delivers a 3. Develop ► Development architecture 6. ► Global mobility

approach outlines quantitative view of ► Competency management Transition ► Transition management
expected workforce the current and ► Leadership development ► Exit interview and analysis
changes and build- future workforce to ► Workforce development ► Involuntary separation
borrow-buy options to enable talent ► Culture ► Alumni programs
be considered (e.g., decisions to be ► Diversity and inclusion ► Outplacement and career
changing permanent made (build, buy, ► Knowledge management transition
contingent labor mix, borrow).
recruitment, Some Transformation Programs may require design of some of these interventions,
redeployment). e.g., retention schemes in M&As, in which case, relevant experts should be involved
(see next page).

Spotlight on strategic reward
Each talent intervention will require specialists to effectively and efficiently design and deliver the required interventions. With EY’s extensive capability across each area of the
talent lifecycle, it is critical to involve the right people. For example, our diversity and inclusion experts (if D&I is identified as a critical talent imperative), workforce analytics
experts for strategic and operational workforce planning, mobility for moving people around and reward experts if you identify any of the following requirements:
Executive reward Broad-based reward

Illustrative offerings: Illustrative offerings:
• Executive Reward Strategy design, supporting Transformation goals, e.g., • Overall organization’s Reward Strategy design, supporting Transformation
retention schemes for critical talent during a merger or acquisition: goals
• Buy-side: Due diligence and post-merger integration offering • Pay structure design including pay progression principles
• Sell-side: Divestiture advisory services and carve-out assistance • Benefit design and funding strategies, including policies, pooling, captives
• Assessment of Executive Bonus Schemes against business performance • Grades and work levels, including the use of job evaluation and job families
• Design of Remuneration Reports or assessment of whether they communicate • Gender Pay Gap Report preparation and equal pay reviews
with shareholders effectively • Managing impact of regulatory changes, eg. National Living Wage, holidays
• Design and valuation of equity schemes for the executive layer • All Employee Bonus Scheme design and implementation
• Global/local benefit design and pension strategies • Sales incentives design and implementation
• Annual pay reviews processes and policies
• Recognition Scheme design and review
Illustrative clients: • Benefit Strategy design and implementation, such as physical and mental
health and wellbeing and gender and diversity
Illustrative clients:

Page 154
Program phase Talent approach Strategic workforce planning (SWP) Targeted interventions
5. Bridging the gap or managing

Key steps 1. Define the future capability 2. Current SWP maturity 3. What you have and need 4. Where’s the gap/surplus?
the surplus
► To clearly articulate the capability ► To understand the current SWP ► To define the current and future ► To define the gap between the ► To develop plans to bridge the gap
Objective requirements of the future maturity to inform delivery. state of the workforce. current and future state of the between current and future state of
workforce. workforce. the workforce.
Key activities ► Determine the roles required to To determine the effort required in Conduct Supply Analysis Map talent and optimize across the Design interventions plan, including:
deliver the Business Strategy in 1-3- undertaking SWP, assess the current ► Determine current supply of people organization buy and borrow (talent acquisition)
5/10 years and how different this is maturity to measure: in roles and their capabilities ► Capabilities needed now and in ► Capability acquisition to assess
from now ► Capacity: Will we have enough ► Project supply lead times and costs future timing, cost and fit
► Define, using EY’s Future Capability people in the right locations to meet for future capacity ► Available talent with critical ► Attract/employ contingent talent
model, the critical capabilities our strategic objectives? capabilities to respond to changes while building new, optimal long-
required and target proficiency ► Capability: Will those people have Conduct Demand Analysis and strategic business requirements term total talent mix
levels the competencies and skills required ► People risks and costs Bounce (internal talent marketplace)
► Determine future demand for roles
► Assess current proficiency of future to achieve those objectives? and capabilities, based on Business ► Talent gaps to pro-actively fill for the ► Personalized Career Development
capabilities ► Composition: What composition of Strategy and Transformation goals future pipeline Plan with learning scheduled to be
► Identify capabilities that can be FTE, contingent, shared service, market-ready
replaced with RPA, if applicable automation is appropriate? Are we Workforce model ► Succession Plans based on known
► Identify workforce mix and taking into account the new ► Model and identify optimal levers to strengths and needed growth
requirements for altering this (e.g., workforce norms, such as gig address projected surpluses and Build (talent development)
more contingent workforce) economy and automation? gaps for each key role or job family ► Tailored Leadership Development to
► Develop a high-level Talent Strategy ► Cost: Is this strategy achieving
meet future workforce demands
including above principles and objectives at the greatest cost
► Feed into Org. Design activity as
make-buy-borrow hypotheses benefit?
relevant
Example outputs ► Talent Strategy, including key talent ► SWP Maturity Assessment and ► Baseline of current internal supply ► Gap Analysis and Comparative ► Plan and design of targeted
requirements of the Transformation priorities for development of and external labor market analysis Scenario Analysis to identify the initiatives, including recruiting,
and client optimum combination of levers to
Program, changes in talent mix and Workforce Plan ► Demand profile based on internal developing, managing, retaining,
deliverables make-buy-borrow hypotheses and external business drivers bridge the gap or surplus rewarding and redeploying talent

Our market-leading approach is driven by core principles and tools that put us ahead of our peers. Some core principles and tools are outlined below.
Guiding
Principles
Future focused Decision based Strategy to plan Data driven Evolving Leading eco-system
Brings in automation Insight that drives Scenario based to identify Data-based We invest in our tools to Industry-leading alliances
and gig economy strategic decisions the optimal talent plan projections maintain market edge to enhance client outcome
Tools and EY SWFT Maturity EY Strategic Critical Role Contingent Worker Digital Capability EY OCX IBM Talent Faethm
techniques Assessment Workforce Planning Framework Cost/Benefit Framework Frameworks
tool Organizational A tool that
Industry A simple A framework to Our research-based Capability Excellence Industry-based establishes the
benchmarked Our tool and data methodology to assess value of model of the capabilities — function specific framework of future potential for
framework and collection/reporting identify which roles resourcing roles required for a digital capability framework capabilities required automation of roles
assessment to toolkit to project are critical to the through contingent world and assessment tool for roles
identify current future workforce change delivery workers, off-shoring (e.g., Finance, IT,
strengths and gaps supply and demand and outsourcing HR)

Best practice guidance
Implementation lessons: What we have learnt from experience on how to work with our clients to understand the 4 C’s — Capacity, Capability,
Composition and Cost.
1. There is no one size fits all. The way each company develops and implements SWP is unique (planning horizon, critical skills, global
span, cross-business mobility, balance human assets vs. total assets etc.).
Lesson: It’s therefore critical to meet each organization and clarify objectives and aspirations before finalizing methodology.
2. Data is never perfect, and some elements require substantial pre-work before they can be modeled.
Lesson: Prioritization is key. SWP efforts should focus on the most important questions, job families and roles and the more volatile parts of the
organization where the risk/return is highest to justify the effort.
3. Supply-side modelling is faster and easier than demand-driver modeling and takes up less time for senior stakeholders.
Lesson: Start by building an organization-wide supply-side model and then extend it to different parts of the business in order of priority. This enables quick
results, immediate scenario capability and builds faith with stakeholders.
4. Understanding the current and target individual capabilities can seem unachievable but practical solutions can be found.
Lesson: If no current capability data on people exists and there is no appetite to collect it for the SWFP, this can be derived through a proxy assessment or
benchmarked using one of our capability tools.
5. Leading edge tools are critical but only a means to an end.
Lesson: Combine a data-driven approach with deep consulting and industry experience in order to create an effective measurable workforce plan and
process.
2. Strategic workforce planning is not solely an HR issue.
Lesson: Involve senior stakeholders from across the business and ensure Executive support with aligned expectations.

Relevant eco-system partners or tools
Strategic Workforce
Strategic Workforce
Planning Maturity Critical Role Framework
Planning toolkit
Assessment
► Industry benchmarked framework and ► Toolkit supporting data collection and ► A bespoke evaluation based on an
assessment to identify current strengths reporting, providing analytics and insight to organization’s strategy
and gaps
inform future workforce requirement ► Output is a clear classification of roles as
► Provides a framework to understand decisions either strategy critical or strategy impacted
a firm’s maturity against their target ► Describes future workforce requirement,
over 10 areas ► Classification ensures there is recognition of
in terms of capacity, capability and cost, the roles which need to be prioritized
► Includes supporting interview against future strategy, operating
schedule for making an assessment ► Additional output includes:
efficiencies and disruption to roles
through interviews and document ► A matrix of categorization broken down
► Provides gap assessment of current
review into segments labeled Strategic, Core,
bench strength against future Non-core and Requisite
► Makes cross-industry benchmark requirement
scores available to understand ► A roadmap of roles are defined based on
position against peers ► Enables scenario planning of potential
categorization (Build, Protect, Streamline,
talent strategies (Recruit, Move, Develop) Redirect)
and identifies recommended options to
reduce people risk and optimize costs

Relevant eco-system partners or tools (cont.)
Contingent Worker Organizational Capability

Digital Capability Framework
Cost/Benefit model Excellence
► An organization-wide assessment of existing ► A framework to guide organizations through ► Organizational Capability Excellence:
and planned roles to identify risk: benefit of the process of identifying and implementing Function-specific capability framework and
transitioning roles to contingent workers digital capability within a workforce assessment tool (e.g., Finance, IT, HR)
► Assessment criteria includes: ► Research-based model based on Global ► End-to-end framework to define the target
► Benefits: costs, agility, quality impact Capability Forecast 2018, in partnership capabilities based on our pre-build
and workforce up-skilling requirements with DDI (sourced from 25,000 framework for the function and assessment
organizations that use digital capabilities current levels
► Risk: impacts on culture, health and
to drive to higher organizational Developed collectively with EY specialists in
safety, information security and labor ►
productivity and financial results) functional areas
availability
► EY Center of Excellence thought Aligned to known business capabilities for
► Output allows organizations to make ►
leadership on the future of work and the function to link individual skills with
informed decisions on use of contingent
guides to close skill, knowledge and organizational ability
worker force
mind-set gaps through formal learning, ► Easy to use, mobile device–friendly,
coaching and on-the-job activities
assessment and simple reporting tool

Relevant eco-system partners or tools (cont.)
IBM Talent frameworks Faethm
► Online, up-to-date job and skills library with ► Machine-learning engine to predict the
3,000+ industry-specific job descriptions, impact of emerging technologies on skills
responsibilities, 2,000+ core competencies and roles for organizations in a specific
and behavioral-based proficiency industry or geography. Benefits:
statements. Key features: ► Data-driven people insights and decision
► Industry-benchmarked job catalogue of making
specific functional and technical skills ► Matching of skills and technology to
required by industry business strategy, including emerging
► Pre-built job library to accelerate tech. opportunities, risks, potential people
capability selection and implementation impact, potential benefits and cost
► Full range of capability-based savings
accelerators for recruitment, development ► Transparent view of future workforce
and promotion preparation landscape, including understanding of
future roles that are likely to be
automated or augmented by technology
SOCIAL AI PROCESS MOBILE FIXED

ROBOTICS ROBOTICS

Talent and Strategic Workforce Planning focuses on:
► Working with the client to identify the future workforce, capabilities and productivity potential required to align with the broader organizational-level purpose and strategic ambition
► Developing a compelling data-led rationale for change that can be used to communicate and engage with stakeholders (program, business and external) as to why the workforce planning
program exists, the business benefits and what is driving the need to identify the workforce of the future
► Creating a clear data-led view of the workforce and capabilities required and a Strategic Plan to transform, including a Talent Management Strategy, as appropriate
Talent and EY-led activities Client-led activities

Strategic
► Create a clear vision of the strategic and operational workforce benefits case and ► Provide important organizational context and strategic imperatives to inform the
Workforce
change drivers to underpin the talent approach talent approach
Planning
► Undertake qualitative and quantitative research to identify: ► Provide workforce data and input for the Workforce Planning Analysis
► The future talent approach (build-borrow-buy) ► Participate in program workshops to support in developing insights and
► How disruptive business models and technology will impact skills and future conclusions
roles ► Review draft talent approach and Strategic Workforce Plan materials and provide
► Fit of current workforce capability against future capability requirements feedback and suggested improvements
► Approach and plan for equipping staff with the mind-set, capability and ► Provide sign-off of deliverables
behaviors needed for the digital economy ► Support activation planning and lead client-led activation activities
► Develop a talent approach and Strategic Workforce Plan
► Activate Communications and Engagement Plan
► Develop targeted interventions and plan, feeding into Organizational Design
activity, as appropriate
► Support talent interventions design, as appropriate
EY deliverables ► A talent approach encompassing build-borrow-buy decisions that optimize cost and composition in order to best meet future workforce requirements
► A Strategic Workforce Plan with data-driven insights to outline how many people would be needed, when and where, with what skills, supported by:
► Capability and Capacity: A map of current capabilities and FTE numbers against future requirements
► Composition: Outline of the workforce mix, e.g., contingent vs. permanent employees
► Cost: Cost/benefit modeling for future workforce, e.g., exit/retrain/hire, use of contingent workers
► Interventions to bridge the gap

Sustainable capability development
Knowledge Transfer (KT) is a transfer of specialized skills and knowledge passed between key
subject-matter advisors (knowledge holders) to designated knowledge receiver(s). Effective KT
Knowledge Transfer
helps build capabilities, supports the preparedness of the organization in advance of the change
Sustainable taking place and supports the transfer of ownership from the program to the business.
Capability
Change Capability Focused Capability Development Framework and approach to build a client’s internal change
Development
Development capability across six optional modules/areas.
Dedicated approach to up-skill and build capability in the BAU organization receiving the change,
Business Enablement
including continuous improvement capabilities.

Context: Sustainable Capability Development
This section covers the full range of capability development which may be relevant and/or linked to a Transformation Program. The
spectrum of support we can offer will vary in each client situation and can include:
1. Knowledge Transfer activities: High-level capability development approach and program for those working on the Transformation
Program
2. Change Capability Development Program: Building a client’s internal change capability through a focused and dedicated
development program to build change skills and leaders
3. Operational capability: Equipping and building capability in the BAU organization that will inherit the change — this includes building
capabilities for new roles and skills and developing continuous improvement capabilities in the organization
The remainder of this section provides an overview on each capability development type and the associated approach.
Spectrum of Change Capability Development offering
1 2 3
Change Capability
Knowledge Transfer Operational Capability
Development Program
Low High
Typically targeted at those client Focused Capability Development Dedicated approach to up-skill and
The level of personnel working alongside EY in Framework and approach to build a build capability in the BAU
intensity and a change program and developing client’s internal change capability organization receiving the change,
complexity of skills through a see-do-teach-report across six optional modules/areas
capability including continuous improvement
developmen. approach capabilities

Knowledge Transfer
Knowledge Transfer
Knowledge Transfer (KT) is a Robust Knowledge Transfer is vital and fundamental for successful change implementations for the following reasons:
transfer of specialized skills and ► Provides clear processes for moving critical knowledge and skills, managing workforce risk and for providing clear performance standards through stakeholder training
knowledge passed between key
► Builds capability and drives self-sufficiency in the client’s organization after the change
subject-matter advisors (knowledge
holders) to designated knowledge ► Helps organizational stakeholders to understand the change (e.g., key areas, type of change and groups affected) in order to lead and support their teams through the
receiver(s). Effective KT helps build change
capabilities, supports the ► Improves broad end-user engagement and accelerated adoption of the new ways of working
preparedness of the organization in Some of the approaches we typically adopt to help transfer knowledge and build capability include:
advance of the change taking
place, and helps the transfer of Experience-based
ownership from the program to the Buddy system and KT Informal training and Tool-based Knowledge
training, including
business. communities on-the-job coaching Transfer support
learning clinics
Key elements include:
► Developing the Knowledge
Transfer approach for the Context
project
► Knowledge Transfer, while not a standalone workstream, is typically expected on all change projects, at least to some extent. For some programs, this may be lighter
► Capturing the Knowledge touch, e.g., buddying or briefings. However, increasingly formal Knowledge Transfer Programs are expected/provided. This material outlines some examples of the types of
Transfer targets and measures techniques that can be leveraged to support this activity. In most cases, Knowledge Transfer activity would fall within the remit of the Change Management Office, with
► Implementing Knowledge activity focused on capability build activity.
Transfer approach — focused
on experience Benefits Some client experiences
► Tracking and measuring
progress on Knowledge ► Mitigates business continuity risks associated with change by effectively
Transfer and increasing self- transferring critical information and skills
sufficiency ► Enables organizations to more quickly transfer from program mind-set to
new, autonomous business-as-usual operations by transferring ownership
from the program to the business
► Develops the understanding and proficiency in capabilities and skills
required for continued success
► Supports capability development within client organizations and self
sufficiency

Knowledge Transfer
Rather than just focus on transferring knowledge through traditional means, we focus on experiential-based skills
Journey of transfer throughout a Change Program, with specific activities and targets in each phase. This starts early and
experiences focuses on partnering with clients to share experiences that activate and embed learning and build skills. This also
enables better uptake of knowledge and sustainment of skills.
EY uses a proven see-do-teach-record process that supports multiple learning styles and is grounded in leading
practices for adult learning. KT plans are designed to build capabilities essential to sustainable operations within client
Collaboration
teams by first sharing knowledge and then working together to have the appropriate employees participate in activities
that solidify their understanding of methods and tools.
While each KT approach is customized to specific client needs, EY has a wealth of content from other engagements
Accelerators which can be used to accelerate and support KT activity. Additionally, we are able to launch journey networks to drive
KT across the broader organization, not just with those associated with change activity, if required.
EY approaches KT through the angle of mentorship and co-development vs. “telling”. Teams are blended between EY
and client resources to foster better partnership, build trust and develop capability and confidence through experience.
Teaming Teaming and knowledge sharing are enhanced through EY’s collaborative culture and strong internal networks with
deep subject-matter expertise. Multiple feedback rounds are a standard component to accompany the Knowledge
Transfer process.
Knowledge Transfer outcomes can and should be measured, results analyzed and changes implemented where
Metrics required to enable success. EY’s emphasis on measurement accelerates KT and provides visibility into the
effectiveness and sustainability of KT efforts.

Knowledge Transfer
Approach overview
Program phase Planning and scoping Design Build and test Deploy, support and embed
1. Identify knowledge areas and skills 2. Develop Knowledge Transfer Plan, 3. Implement Knowledge Transfer
Key steps 4. Monitor progress
and undertake baseline assessment approach and targets approach
Objective ► To identify participants, key areas, ► To develop the Knowledge Transfer ► To conduct Knowledge Transfer sessions ► To monitor progress against KT goals
processes and necessary skills and approach, plan and targets (overall and via various mediums. and plans and make revisions as
capabilities to be developed, and align individual). required.
on the tools to be used to facilitate KT.
Key activities ► Determine scope of KT activity, ► Develop Knowledge Transfer approach, ► Develop materials to support KT pilot ► Conduct feedback rounds with KT
including core skills required to plan and governance ► Configure KT tool, collateral and dashboards Teams and share lessons learnt
effectively execute project roles and/or ► Determine the specific tools (e.g., Jira) ► Develop KT toolkit ► Review KT Plans and tools frequently
operate in the new environment that will be most critical to facilitating KT ► Run pilot and amend KT material, and update as appropriate
► Identify and agree participants ► Design KT enablers and behaviors, approach and plan as appropriate ► Monitor progress using KT Plans and
► Undertake baseline assessment of including training and skills development, ► On-board back-fill resources on the tools
target individuals and teams to Journey Champion Networks, buddies, organization, the role to be back-filled as ► Conduct KT checkpoints as agreed
understand current capabilities and needed KT behaviors and incentives well as the KT process (if needed) throughout the project phases
agree KT goals Define back-fill concept and approach to Maintain a Knowledge Management
► ► Conduct KT briefings for the Knowledge ►
► Develop KT strategy fill required roles (if needed) System (document repository) for
Holders and Knowledge Receivers
► Develop individual KT scorecards or ► Initiate KT efforts, including: future use
Learning Contracts ► Train the Trainer and work shadowing ► Conduct Post-Proficiency Evaluation
► Design KT Learning Journeys for identified ► Live demos for hands-on practice
management and employee segments ► Knowledge interviews
► Agree KT measurement approach ► Workshops and briefings
Example outputs
and client
deliverables
Key role Competency Knowledge Transfer Knowledge Transfer Workstream curriculum Knowledge Transfer Post Proficiency
personas Assessment approach and plan Playbook and syllabus Dashboard Evaluation

Knowledge Transfer
Examples of leading practice
Knowledge Transfer approach
Identify skills and knowledge requirements Develop Knowledge Transfer Plan, Identify and address Knowledge
Implement and track progress
and complete baseline assessment approach and targets Transfer gaps
► Define and agree overall Knowledge Transfer ► Develop Knowledge Transfer approach, goals and ► Dedicate time in the project plan for Knowledge ► A senior EY Team member acts as Knowledge
objectives for area plan Transfer activities and regular progress reviews Champion, overseeing the completion of the
► Identify and prioritize critical core skills needed to ► Develop individual Knowledge Transfer ► Meet regularly and use Knowledge Transfer Plans to Knowledge Transfer progress and providing
execute project roles effectively Plans/Learning Contracts track progress against Knowledge Transfer activities guidance
► Work with client to identify staff to be involved in the ► Assign Knowledge Champions and work with staff to and skill development ► Knowledge Champion conducts regular Knowledge
Knowledge Transfer Scheme and obtain their develop individual Knowledge Transfer Plans — ► Escalate issues and make recommendations for Transfer checks throughout the project to ensure
commitment to embrace and actively participate documents to include specific objectives, milestones, corrective actions from the Knowledge Transfer effectiveness of the process and approach
► Measure the current knowledge and core skills detailed scorecards and method of Knowledge meetings and measurements ► We assess the level of knowledge gained by participants
competence of staff through self-assessment Transfer and incorporate into personal development ► Complete a self-assessment and feedback form at against established scorecards at the end of the
plans the end of the defined period staff — comparison Knowledge Transfer process and obtain qualitative
against the original self-assessment enables the feedback regarding the value of the process
measurement of transferred knowledge (outputs ► We incorporate learnings in future phases to
focus) continuously improve the Knowledge Transfer
process (outcome focus)
Effective on-the-job coaching Knowledge Transfer accelerators

See Do ► Pairing individual colleagues with EY Team members to agree 1:1 Coaching Contracts
Shadow our team undertaking Perform elements of analysis, ► Delivering tailored, high-quality training courses developing technical and interpersonal skills
planning, reporting and analytics undertaking roles and responsibilities ► Sharing lessons learnt from other areas, projects, hubs, etc.
otherwise delivered by EY
► Organizing knowledge sharing and collaboration team events, e.g., lunch and learn sessions
► Facilitating workshops and seminars to engage broader stakeholders
Teach Record ► Providing on-going feedback informally and formally
Train a colleague on how to Capture and document learning, data
undertake analysis and activities sources, systems and modeling
supported by the EY Team guides, tools and techniques applied

Knowledge Transfer Examples of leading practice — see
one, do one, teach one, record one approach
RECORD ONE
You store all relevant
materials and update them
as required

Knowledge Transfer
Knowledge Transfer must be customized to the client environment and aligned to program and organizational needs. These core principles form the
baseline of EY’s approach and enable customization to meet specific client needs.
Guiding
Principles
Blended teams Tailored Experiential learning Metrics driven
EY and client teams work as a single KT Plans and tools are determined by People learn best through practice, and KT is measured with clear desired
team to embed KT client’s overarching business needs experience builds client capabilities and outcomes and consistent tracking
confidence
Tools and
techniques
ThinkTank Knowledge Repositories KT Networks Action plans
Tool used for virtual collaboration and EY has heavily invested in tools to Approach and materials to quickly launch Practical steps to achieve desired
effective teaming across geographies internally manage knowledge, Journey Networks to drive KT across outcomes underpinned by robust
facilitating easier KT to clients by regions and functions tracking of progress
building on what we know

Knowledge Transfer
Knowledge Transfer focuses on:
► Identifying key Knowledge Holders and Knowledge Receivers
► Defining key areas, processes and necessary skills for transfer
► Determining how the transfer of information will occur most effectively
► Conducting efficient, succinct and valuable Knowledge Transfer sessions from the Knowledge Holder to the Knowledge Receiver
► Monitoring, updating and revising KT Plans throughout the change implementation to ensure smooth transfer of capabilities and skills for information to stay current
EY-led activities (knowledge holder) Client-led activities (knowledge receiver)

► Identify in scope personnel for Knowledge Transfer ► Identify and agree in scope personnel
► Undertake baseline assessment on current skill levels ► Participate in baseline assessment activities
► Determine Knowledge Transfer goals ► Define, where Knowledge Transfer is linked to BAU roles, the roles within post go-live support
► Develop and create KT Plan and confirm competencies, tasks and activities required for Knowledge organization and/or define the future position description for each employee covered by the KT
Receiver Program
Knowledge ► Communicate to KT participants the Knowledge Transfer approach, process, roles and responsibilities ► Review and approve the Knowledge Transfer Program
Transfer ► Implement approach, including Knowledge Transfer sessions in line with Knowledge Transfer Plan ► Provide input to individual KT Plans
activities and objectives ► Ensure formal or informal Knowledge Transfer sessions take place and participate in sessions
► Provide documentation where applicable and provide additional resource mentoring and guidance ► Participate in KT program
► Review and track progress ► Support in maintaining KT Plans and assessing and reporting progress against KT plan activities
► Assist with completion of KT Plan status updates and ensure consistency of approach within area of and objectives
responsibility ► Support in modifying Knowledge Transfer Plan as necessary
► Adapt approach to the learning style of Knowledge Receivers, as needed ► Support completion of KT Plans
► Define: Key role personas, competency framework, functional taxonomy

EY deliverables ► Implement: Curriculum inventory, workstream curriculum and syllabus, employee proficiency scorecard, Knowledge Transfer Playbook, Knowledge Transfer Plan
► Monitor: Evaluation criteria, Post-proficiency Evaluation, Project Transition Guide

Change Capability Development
Change Capability Development provides a structured Increasingly, our clients face a continuous cycle of change and recognize that solving today’s change challenge is not enough — they need to prepare
and strategic approach to build the client organization’s for tomorrow’s as well. Organizations are therefore gearing towards building their internal change capability which enables them to:
internal change capability. It helps and empowers clients ► Overcome barriers and maintain momentum in a Transformation Program, and even more importantly, be better equipped to respond to a changing
to lead and manage change themselves. We achieve this world and be more change agile
by building change capability across six core components. ► Reduce reliance on external support as, over time, the client organization can build its own capability to drive the change — usually starting with a mix
of client and external team members and gradually handing over fully to the client team as the internal change capability matures
Through this work we enable our clients to experience and contribute to change rather than having change done to them.
We build trust not dependency. We partner rather than consult. We make change STICK!
Context
At the very onset of a program, we start with conducting a Change Capability Maturity Assessment. This gives us a rich fact base to help clients make
informed make vs. buy decisions around their change capability, which critically shapes the change approach.
Ideally, Change Capability Development is delivered from the start. However, depending on our point of entry and potential changes in the client context
(i.e., reduced budget, changes to deliver timescales, etc.), Change Capability Development can be started at any point and even delivered outside of the
program lifecycle. Change Capability Development stretches the concept of Knowledge Transfer to genuine up-skilling of the client team to handle and
sustain the change. Depending on the capability being developed, we may partner with other parts of PAS for delivery, e.g., Leadership or Purpose.
Our approach covers:
1. Clarifying the purpose and strategy of the change
function ► By supporting clients in building their own internal change capability, we enable them to reduce
2. Getting leaders to engage and enthuse others their reliance on consultants and help them build sustainable, long-term capability and
leadership skills to navigate through change themselves.
3. Developing the op. model and governance
► In addition, change becomes more sustainable as the client is equipped to continuously
4. Building internal methods, tools and infrastructure improve and continue with the change after EY has left.
5. Delivering Capability Development initiatives ► Effective internal change capability enables clients to overcome challenges, failure points and
6. Clarifying and cementing the underpinning culture barriers and maintain momentum.
Our approach is intended to be applied flexibly, such that ► We increase engagement and Leadership confidence, championing a change culture across
not all the components have to be delivered — clients can the organization.
make informed make vs. buy decisions, which can then ► We build long-term trust with our clients — moving from fear or dislike of consultants to trusted
inform what they build internally and how. advisor relationships.

Our motivation is to partner rather than consult, build trust not dependency and, ultimately, make change stick. By
building the change capability of our clients, we enable them to reduce their reliance on consultants and help them
Sustainable build sustainable, long-term capability and leadership skills to navigate through change themselves. This means that
change is sustainable and the client is equipped to continuously improve and embed change as a priority within their
organization.
We have developed organization and individual–level Change Capability Maturity Assessments which should be
delivered upfront to assess and understand current and desired levels of change capability, in line with EY’s Change
Data driven
Capability Development Framework. This data provides a view of the scale of the capability uplift required, therefore
driving better decisions around the best capability development approach to be undertaken.
Using data from the Change Capability Maturity Assessments and our knowledge of the individual client context (i.e.,
Flexible organization size, change structures), EY’s deliberately different and tailored approach provides a flexible solution that
approach enables us to develop a Change Capability Development approach and plan that addresses the unique needs of a
client.
EY’s Change Capability Development approach ensures that the change function is aligned to Business Strategy and
Purposeful has the required capability to deliver sustainable results. Our approach places importance on discovering the change
function’s “why” story and is driven by clear business outcomes.

Overarching approach
The diagram below illustrates the overall approach to Change Capability Development. There could be various triggers for Change Capability Development, such as
developing a change function, however, this section specifically focuses on using a Transformation Program as the trigger and demonstrating increasing internal
ownership and direct delivery of the change activities as we go through the program lifecycle.
Change Capability Change Capability Development areas

Maturity Assessments
2. Aligning and equipping the Leaders to lead the change
from the front
1. Clarifying the purpose or 3. Developing the operating

“why” story and strategy for model, Organization Design and
the change function underpinning governance for
the change function
Organizational and individual– 4. Developing change assets

6. Overall culture and ways of
level maturity assessments, helping make (method, toolkit etc.) and the
working. As such these are
informed make vs. buy decisions for the necessary infrastructure, e.g.,
critical to get right – and define
change capability. These drive decisions collaboration spaces, change
performance evaluation, career
as to which of the six components would academy etc
paths, KPIs
be most valuable in enabling the
organization to develop their change
capability, as they can be delivered 5. Shaping the right development initiatives:
flexibly. secondments, mentoring, Leadership Programs,
change courses etc

Approach overview
The below approach details the standard way in which Change Capability Development should be delivered. However, to address the specific needs of each client
and the gaps highlighted in the CCMA, the interventions delivered as part of step 3 should be tailored and unique to the client and their context.
Program phase Planning & Scoping High Level Design Detailed Design, Build, Test, Deploy Sustain
1. Conduct change capability maturity 2. Develop Change Capability 3. Implement Change Capability
Key steps 4. Monitor progress
assessment Development Roadmap Development interventions
► To assess internal change capability, ► To undertake make vs. buy decisions ► To develop the Implementation Plan. ► To monitor progress against Change
both at the organization and individual and develop a roadmap to get to the To implement requisite Change Capability Development objectives, the
Objective ►
levels. desired profile of capability, both Capability Development interventions. roadmap and plans and make revisions
internally and externally. as required.
► Agree approach for conducting ► Clarify the purpose and strategy for the ► Develop a detailed Implementation Plan ► Develop and agree Change Capability
organizational Change Capability change function to enable delivery against the Change Development Dashboard to measure the
Maturity Assessment (survey, focus ► Review the outputs of the assessments Capability Development Roadmap critical things that matter
groups, 1:1 meetings) and make strategic decisions around ► Develop materials, processes and assets ► Track progress against the initial
► Conduct organizational-level Change what change capability to build internally to support Change Capability roadmap and plan and engage key
Capability Assessment — “as-is” and and what to buy from the market Development efforts, as appropriate stakeholders on mitigating actions where
“to-be” ► Assess how much internal capability will ► Initiate Change Capability Development needed, using the dashboard
► Assess gaps and agree interventions to be required at what point in time, interventions, which may include: ► Conduct lessons learnt exercise on
Key activities bridge the gaps spanning change practitioners, methods ► Establishing the structure and delivery of each intervention and
► Identify and agree individuals to build and tools, KPIs, infrastructure etc. governance for the change function incorporate learnings into subsequent
change capability ► Consolidate the above into a clear and supporting career paths, interventions in an agile way
► Undertake baseline assessment of roadmap — outlining short, medium and performance, KPIs etc.
target participants to understand current long–term interventions and clarifying the ► Building a change academy
capabilities implications on the program’s Change ► Developing learning initiatives to
► Agree desired proficiency levels for the Strategy, e.g., subsequent waves support capability development for
identified individuals increasingly delivered internally identified individuals
Example outputs
and client
deliverables Change Capability
Individual-level Change Capability Change Capability Development Lessons Learnt
Org.-level Change Capability Development Dashboard
Assessment Development Roadmap Implementation Plan
Maturity Assessment

Through Change Capability Development, we aim to build our clients’ internal change capability, enabling and empowering them to lead and manage change themselves. To achieve this, it is
critical that we collaborate with our clients to build an approach that addresses the needs of the organization and individuals, while creating an environment that makes people want to engage.
Guiding
Partnering with the client Clear accountability Transparency Permission
Principles
We work closely with the client to Change leaders in the client business It is critical to ensure honesty and Change practitioners must feel safe and
develop and deliver a tailored are accountable for enabling transparency around the drivers behind able to honestly assess their own
Change Capability Development capability development (i.e., creating Change Capability Development capability and develop as needed, without
approach and plan capacity and engaging their teams) criticism or fear of repercussions
Tools and
techniques Action plans Supporting tools
Capability assessment Practitioner guide
To deliver outcomes aligned to Standard tools to support
Tools to assess change capability Guide to change organization structures
outputs from the capability practitioners in developing each
maturity at both an organization and to help inform broader approach to
assessment and develop change component of the Change Capability
individual level Change Capability Development
capability across a range of Development Framework
components

Change Capability Development focuses on:
► Change Capability Maturity Assessment: Determining capability at the organizational and individual levels.
► Supporting development of change capability across a selection of or all of the following areas:
► Change Operating Model and governance: Helping the organization to develop robust organization structures and effective governance for decision making
► Purpose and Strategy alignment: Ensuring the change capability aligns to the overarching organizational purpose and strategy
► Change Leadership activation: Up-skilling the organization and its leaders so they are be able to manage and lead the change confidently
► Change methodology, toolkit and infrastructure: Building a clear and structured approach to managing change by establishing a common method and toolkit
► Change Capability Development initiatives: Building a future-proof change capability and long-term change skills through a collection of initiatives
► Change culture: Embedding a change culture across the organization supported by change communities, clear metrics, change KPIs, etc.
Change EY-led activities Client-led activities

Capability Assessment and planning: Assessment and planning:
Development ► Confirm assessment approach and tools — tweak if needed ► Review and provide input into tweaks required for the assessment approach and tools
► Undertake baseline assessment on current organizational change capability ► Participate in and support baseline assessment of current organizational change capability
► Support identification of change practitioners to build capability for and undertake assessment of their ► Lead identification of desired levels of change capability and identify gaps
capability and proficiency levels ► Lead identification of change practitioners to build capability for, and ensure participation in the
► Support development of the Change Capability Development Roadmap assessment of their capability and proficiency levels
Action implementation: ► Lead development of the Change Capability Development Roadmap
► Co-develop Change Capability Development Implementation Plan Action implementation:
► Agree KPIs and metrics to track and design dashboard ► Co-develop Change Capability Development Implementation Plan
► Support delivery of the agreed Change Capability Development interventions ► Sign-off on KPIs and metrics to track and approve dashboard design
► Monitor progress and support engagement of key stakeholders ► Lead delivery of the agreed Change Capability Development interventions
► Conduct lessons learnt and incorporate findings in future intervention delivery in an agile way ► Monitor progress and lead engagement of key stakeholders
► Conduct lessons learnt and incorporate findings in future intervention delivery in an agile way
EY deliverables ► Assessment and planning: Organizational and individual–level Change Capability Maturity Assessments and Gap Analysis, Change Capability Development Roadmap
► Action implementation: Change Capability Development Implementation Plan, Change Capability Development Dashboard, lessons learnt

Business Enablement
Business Enablement
Business Enablement (BE) is focused on building the Most changes cause severe disruption to business processes and organization ways of working and are hard to embed and sustain. A
capability, ownership and culture of the business-as-usual structured Business Enablement approach will significantly miminize business disruption and help de-risk the following common pitfalls:
organization to embed and sustain the change through
clear ownership and continuous improvements. ► Too much focus is on go-live — once the lights go on, the program teams disperse, leaving the business to pick up all actions, whereas
Transformation Programs are essentially a set of business capability to drive further changes or improvements hasn’t been built
improvements, however, they struggle to sustain the ► Focus on design of the process/product rather than how it will work and optimize business performance at go-live and beyond
change post go-live because then focus on the solution
decreases exponentially and continuous improvement ► Limited focus on end-to-end view of the solution delivered through the Transformation, let alone a sustainable improvement
thinking and capability have not been established within ► A lack of clarity around business/employee ownership for solution performance, resulting in limited accountability for making it a success
the business.
Developing capability and infrastructure to enable the

Context
business is essential to better sustain the change and Having clarity around: a) what will be required by the business to embed and sustain the change, b) clear ownership and governance for
realise benefits. It has the following four components: the solution post go-live, c) approach for continuously enhancing operational processes impacted by the solution, and d) approach for
building business capability, are critical to making the change stick. As such, Business Enablement supports asking these questions right
1. Embedding framework: A clear set of initiatives at the start of the Transformation Journey and taking determined steps to build business capability around these aspects before go-live, so
that will be required to embed and sustain the it is set up for success by truly embedding and sustaining the change post go-live.
change
2. Roles and governance: Enduring Business

Owners and changes to BAU governance Benefits Some client experiences
3. Performance excellence: An approach for ► Establishes “post go-live support on steroids”, rapidly fixing go-live issues and delivery
continuous improvements to operational processes of an optimized process (not just tech.)
post go-live ► Enables control over key business processes impacted by the Transformation Program
4. Capability development: Structured approach to ► Helps build an agile workforce that can accelerate the rate of adoption of the
building capability in identified individuals to Transformation Program/future state and also sustain the change post go-live
embed and sustain the change ► Supports deep understanding of the business performance landscape and builds
ownership and capability for delivering successful change
► Provides a critical stage in delivery of the business case and realization of benefits
Page 180 EY Change Experience

Business Enablement
EY can help organizations turn theory (“touchy feeliness”) into actual measurable changes to their
Building a
operational processes and culture. Having clarity post go-live around the following are critical to embed and
sustainable
sustain the changes driven through a Transformation Program: a) Embedding Framework, b) Business
infrastructure
Owners and BAU governance, c) performance excellence for continuous improvements to operational
and culture
processes, and d) business capability building to embed and sustain the change.
We help with the setting up of rapid Agile Process Hubs prior, during and post go-live. These focus on
specific business processes that are undergoing significant change as a result of the Transformation
Performance
Program. The hub approach identifies key areas of opportunities, impact and risk and prioritizes them
Excellence
appropriately. These then kick off a number of sprints, which begin to address the backlog of issues and
Hubs
opportunities. A key USP is our robust Agile Benefits Tracking System, which allows for implementation of
processes quickly and sustainably.
Effective process improvement means that the measures we use directly relate to customer and business
needs (end-to-end perspective). The level of data analysis leads to accelerated decision making and
Data driven
improved ways of working through solid understanding of the current state and business performance
baseline. Improvements are tracked regularly to enable real visibility of the impacts of improvements made.
Building a real agile workforce is another unique selling point for BE, and we do this by using structured
learning journeys, organizational set-up, culture change and point-of-use training coupled with real-life BE
Real agile
experience involving delivery of “real” improvements during and beyond post-go live. EY’s tailored approach
capability
provides a flexible solution that enables us to accelerate the development of an agile-capable workforce that
can adopt the future state quicker than those that aren’t, and also sustain the change.

Business Enablement
The diagram below illustrates the overall approach to Business Enablement, which provides a structured way to consider which kinds of things would be required to embed and
sustain the change upfront, what roles and skills will be required, how decisions will get governed and how to institutionalize a culture of continuous improvement.
1. Embedding Framework 2. Ownership and governance 3. Performance excellence 4. Capability development
Identify what would be

required to embed and
+ Identify who will be owning the
solution post go-live and how
+ Establish the approach for continuous
improvement of operational processes post
+ Build capability in identified business
owners through targeted interventions,
decisions will get made around the go-live and embed it to create a culture of such as coaching, mentoring and
sustain the change
capability post go-live continuous improvement assigning specific stretch roles
Business Enablement could take different shapes and forms, driven by the type of change being introduced…
► For a large program to introduce digital capabilities for a UK rail infrastructure provider, Business Enablement involved creating an Embedding Framework, providing a longer tail of support and
equipping their Change Management Officers for managing and sustaining the change.
► For a large UK utility company implementing SAP and a number of other IT solutions across its field-force and other supporting functions, Business Enablement involved setting up a Business Change
Delivery Team within their business. This team was staffed with key super-users and solution experts. Its remit included making on-going fixes and improvements, providing continued business support
around process improvements, training and weaving lessons learnt into subsequent releases.
► A UK power utility company deployed performance hubs post go-live to rapidly address 106+ issues (primarily process and people, some tech.) that were not addressed or comprehensively covered by
the Technology Transformation Program. These were critical to benefits realization.
► A UK utility company deployed a Capability Development approach that focused on building better business ownership and transition to BAU. This involved “better” involvement from the business in
process design activities, UX service design, UAT, development of readiness activities and PGLS. A number of examples that worked effectively include development of a Capability Build Strategy at
the start of the program rather than at PGLS, developing the capability of the business to add value during future state design and UX Workshops, running Business Implementation Groups,
capability/sustainability performance measures, development of new Learning Journeys and enhancing the performance measurement needed for the change.
► A global FTSE 100 developed a Passport-to-Operate Framework to embed key capabilities needed for both the delivery of the Transformation Program and beyond. This involved development,
assessment and successful application of the skills — these individuals were then approved to work on the new process/service.

Embedding Framework, roles and governance
► Program context: A large UK rail infrastructure provider undertook a seven-year Transformation Program to mobile enable its workforce, giving them
i-devices and delivering digital capabilities, e.g., apps, data and decision tools, for them to work more effectively, have better data and improved
visualization to make more informed operational and capital investment decisions.
► What we delivered:
- Embedding Framework: To embed these digital capabilities, we created an Embedding Framework clearly identifying things that would need to be done to sustain the
change, including providing a longer tail of support to help make the change stick
- Roles of their route-based Change Management Officers (CMOs) were enhanced to incorporate responsibilities for sustaining the solution and benefits realization
- Business Readiness Implementation Groups morphed into three different BAU governance forums, with clarity around which forum would be presiding over which type of
decision
Embedding Framework Clear success criteria and metrics Enhancements to CMO role for embedding change

Performance Excellence Hubs
Deployed prior/during/post go-live Post go-live Endure
► Data gathering from change impacts, risk, gaps left by PGLS, etc. ► Prioritize key actions from triage groups and ► Moving from fixing gaps left
► Can be experience led or capability led, encourage a positive business drive sprints to fix/optimize the process by the Change Program, the
enablement culture in driving ideas. ► Each sprint is made of five gates to ensure focus becomes optimization
robust assurance and speed. Also, the gates are … further enhance the
linked to an agile Benefits Tracking System that process
helps demonstrate value delivered
Sustained
business
capability
Gate Gate Gate Gate Gate
1 2 3 4 5 Equipping identified
Prioritize
business owners to
embed and sustain:
De-prioritize a) Leadership
coaching
Problem Root Design b) Accelerated
Cause and Embed
Statement Implementation Plan Knowledge
Analysis test Transfer using
six sigma
“black belt”
Discover Innovate Validate training and
design thinking
concepts
Establish baseline Improve and create a “model” process Pilot new procedure and confirm “fit” c) Hands-on
(Model Design Group)
experience
through pre go-
Identify opportunities and map benefit Engage stakeholders and consult experts Scale procedure and manage feedback live pilot
Performance
Track and realize benefits, continually Excellence
Understand delta between current and future
state
Prioritize based on effort vs. benefits Gather feedback and refine refine based on feedback Hubs
Page 184
Approach for Business Enablement
Program phase Planning and scoping Design, build, test, deploy Sustain
Key steps 1. Design BE Framework and develop 2. Develop roles and governance, prioritize 3. Activate these across the organization
performance baseline processes for improvements and run pilots
Objective ► To clarify what it would take to embed change. ► To develop BAU embedding roles and governance. ► Engage key stakeholders through creative
communications on their role as leaders of change.
► To understand current business performance and ► To agree a list of prioritized opportunities and run
key issues in processes impacted by the solution. process improvement pilots. ► Activate Performance Hubs across the business.
Key activities ► Identify business processes impacted by the change ► Create role outlines to enhance existing BAU roles, ► Engage operational and functional leaders
with responsibilities for embedding the change, or
► Collect process, customer, performance and ► Set up gated sprints framework and benefits tracking
establish new roles/teams
financial data
► Create Learner Journeys for capability development ► Gate 1: Problem Statement
► Conduct interviews to understand business
► Enhance BAU governance with embedding aspects ► Gate 2: Current State Analysis
processes impacted by the solution and pain points
► Develop a long list of process improvement ideas ► Gate 3: Root Cause Analysis
► Conduct process walkthroughs, day in a life of
(DILO) analysis to validate pain points and create ► Agree Performance Excellence Hubs using lean, ► Gate 4: Solution outline and Implementation Plan
performance baseline six-sigma, design thinking and/or Agile techniques
► Gate 5: Implementation complete
► Develop Business Enablement Framework, ► Rank issues and opportunities and agree prioritized
list ► Kick off PE projects for prioritized initiatives
identifying key interventions required to sustain the
change post go-live, with clear success criteria ► Run pilot Performance Rxcellence Hub(s) ► Develop BAU Performance Dashboards
Example outputs and

T0 Issues Log KPI Dashboard
Total Benefits Expected vs Delivered across all Number of Projects within Timescales and Average Customer Satisfaction Cost of delivery (HR Resources)
Projects Resources 5.00 35000
2200 25
Exec View / T1
30000
4.00 3.67
2150 20 25000
Global
Benefits in £m
3.00
Cost in £
20000
2100 15
Local
client deliverables
15000
2.00
2050 10
10000
2000 5 1.00
5000
Benefit Ease of
Date Raised ID Issue Category Process/Initiative Region 1950 0 0.00 0
(if available) implementation Benefits expected Benefits delivered Total Projects Correctly resourced Delivered ontime Score out of 5 Budgeted Cost Actual Cost
Work type volumes over past 12 months Capability Development Activities Cycle Times
07/05/2018 1 Manufacturing cannot leverage self service technology easily due to the nature of Technology Ease of use Global High High Enterprise Proportion of Projects that Missed each Gate
60 16
their work/shift patterns and in some cases capability. In some countries they have Change
Volume of Practicioners
Leader View / T2
4% 50 14
access to portal but they only have one laptop to share. Target Operating
40
ASIA 12
Model Redesign MEA Gate 1 Gate 2: Gate 2 Gate 3 Gate 4 Gate 5 10
07/05/2018 2 There are large number of letters and notices being generated across the regions Process Letters & Notices / Change Global Medium Medium 4%
Divestment Organisational
30 LATAM
Gate 1:
Not Not
Gate 3:
Not
Gate 4:
Not
Gate 5:
Not 8
Missed Missed 6
that are not standard, rationalised and production of these letters and notices Job / Terminations 14% Restructure 20 EU Missed Missed Missed
32% 36% 18% 18% 23%
GBINA 23% 4
Acquisition 10
require high manual effort. 14%
0
2
0
07/05/2018 3 On boarding is a highly manual and time consuming process and can take 3 Process Enhancement / Hire GBINA High High Merger
TUPE
out**
Advanced Practicioner to Practicioner to be trained Novice to be trained
be trained
Gate 1: Gate 2:
Missed
Gate 3:
Missed
Gate 4:
Missed
Gate 5:
Missed
Gate 1 : Scope Gate 2: Gate 3: Gate 4: Manage Gate 5: (tbc)
and Design Governance and Assessment and outcomes
TUPE In** Missed
weeks to complete 14% 9%
9% 64% 82% 82% 77% 77% Risk Selection
07/05/2018 4 There is a problem with adoption and more phone calls are being made to T1 than Process Change, Comms & Training Global High Medium Projected Cycle Time Average extra weeks in Cycle time
being resolved at T0 by both Employees and Managers

Average Customer Satisfaction across Projects RFT/Gate Capability Inventory by Region Number of Global Resources used vs GBINA Number of Legal Reviews / Project
07/05/2018 5 Benefits Portal is not all self service and requires phone calls in the event Technology Ease of use GBINA High High
Operational View / T3
5.00 30 7 5
information cannot be obtained from the portal 4.00

25 6
4.5
4
Number of Trained Practitioners
07/05/2018 6 Information and policies may be outdated in Workday Process HR Self Service - Knowledge Global High High Projected
Number of Weeks
5 3.5
20 Cycle Time Region Population Advanced Practitioner Novice
3.00 3
Management & Refresh 15
GBINA 32,542 10 20 50 4
2.5
EU 30,745 5 9 5 3 2
2.00 Average
10 LATAM 6,122 1 0 0 1.5
Actual Cycle 2
07/05/2018 7 Navigating Workday through the search feature is difficult and things are hard to Technology Enhancement / Change, Global High Low 1.00 5
Time MEA
ASIA
9,162
26,685
1
2
1
0
0
8 1
1
0.5
find Comms & Training 0.00 0 0 0
07/05/2018 8 Simple queries are raised as tickets and HR Support hand holds employees Process HR Self Service – Market Global Low High Met expectation Delivered on time Provided expertise Level of service Gate 1 : Gate 2: Gate 3: Gate 4: Gate 5: (tbc) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
delivered Scope and Governance Assessment Manage
GBINA EU MEA ASIA LATAM
Design and Risk and Selection outcomes
through them, they should just point them to the relevant information (Advertise) Available
Services
07/05/2018 9 Total Rewards portal is 3rd party Op model Ease of Use / Change, GBINA Low Low
Comms & Training
Embedding Performance Initial list of BAU roles and BAU Learner Process Performance Business triage BAU Performance
Framework baseline pack issues governance Journeys Improvement pilots Excellence Hubs process Dashboards
Page 185
Business Enablement
Through Business Enablement, we aim to build our clients’ performance improvement and agile capability and culture. To achieve this, it is critical that we collaborate with our clients to build an
approach that addresses the needs of the organization, transformation agenda and individuals, while creating an environment that makes people want to engage, own and drive improvements.
Guiding
Partnering with the business Agile working Performance Permission
Principles Ownership for performance is established at
We work closely with the business to Operational and functional Leaders in the Workforce must feel safe and able to
develop and deliver a tailored business are set up for success by driving a multiple levels of the organization, not just at honestly assess performance and have the
Business Enablement Framework more rapid and interactive way of working, the top, embedded with BAU performance tools and permission to drive improvement
and Capability Development Plan supported by clear governance tracking mechanisms to sustain the change and challenge long-standing issues
KPI Dashboard
Total Benefits Expected vs Delivered across all Number of Projects within Timescales and Average Customer Satisfaction Cost of delivery (HR Resources)
Projects Resources 5.00 35000
2200 25
Exec View / T1
30000
4.00 3.67
2150 20 25000
Global
Benefits in £m
3.00
Cost in £
20000
2100 15
Local
15000
2.00
2050 10
10000
2000 5 1.00
5000
1950 0 0.00 0
Benefits expected Benefits delivered Total Projects Correctly resourced Delivered ontime Score out of 5 Budgeted Cost Actual Cost
Work type volumes over past 12 months Capability Development Activities Cycle Times
Enterprise Proportion of Projects that Missed each Gate
60 16
Change
Volume of Practicioners
Leader View / T2
4% 50 14
Target Operating ASIA 12
40
Model Redesign MEA Gate 1:
Gate 1 Gate 2: Gate 2 Gate 3: Gate 3 Gate 4:
Gate 4 Gate 5: Gate 5 10
4% 30
Divestment Organisational LATAM Not Not Not Not 8
Not
14% Restructure Missed Missed Missed Missed 6
20 EU Missed
32% 36% 18% 18% 23%
GBINA 23% 4
Acquisition 10
2
14%
0 0
TUPE Advanced Practicioner to Practicioner to be trained Novice to be trained Gate 1: Gate 2: Gate 3: Gate 4: Gate 5: Gate 1 : Scope Gate 2: Gate 3: Gate 4: Manage Gate 5: (tbc)
Merger be trained
out** TUPE In** Missed Missed Missed Missed Missed and Design Governance and Assessment and outcomes
14% 9%
9% 64% 82% 82% 77% 77% Risk Selection
Projected Cycle Time Average extra weeks in Cycle time
Average Customer Satisfaction across Projects RFT/Gate Capability Inventory by Region Number of Global Resources used vs GBINA Number of Legal Reviews / Project
Operational View / T3
5.00 30 7 5
4.5
25 6
4.00 4
Projected Number of Trained Practitioners
Number of Weeks
5 3.5
20 Cycle Time Region Population Advanced Practitioner Novice
3.00 3
GBINA 32,542 10 20 50 4
Tools and
15 2.5
EU 30,745 5 9 5 3 2
2.00 Average
10 LATAM 6,122 1 0 0 1.5
Actual Cycle 2
1.00 Time MEA 9,162 1 1 0 1
5
ASIA 26,685 2 0 8 1
0.5
0.00 0 0 0
Met expectation Delivered on time Provided expertise Level of service Gate 1 : Gate 2: Gate 3: Gate 4: Gate 5: (tbc) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
delivered Scope and Governance Assessment Manage
GBINA EU MEA ASIA LATAM
Design and Risk and Selection outcomes
techniques Business Enablement Framework Performance Excellence Performance Dashboard Capability build
A proven technique that enables Hub design Tools to create Performance Dashboards Providing leadership coaching and
upfront identification of interventions Methodology to deploy rapid agile to aid a team to own typical processes accelerated Knowledge Transfer
required to sustain the change post business improvements to the and a triage service to fix solution issues using six sigma “black belt” training
go-live, underpinned by clear solution post go-live (if applicable) (i.e., lean/design thinking) to drive
business success criteria high-performing teams

Business Enablement
Business Enablement focuses on:
► Embedding Framework: A clear set of initiatives that will be required to embed and sustain the change
► Roles and governance: Enduring Business Owners and changes to BAU governance
► Performance excellence: An approach for continuous improvements to operational processes post go-live
► Capability Development: Structured approach to building capability in identified individuals to embed and sustain the change

► Create Embedding Framework ► Identify business owners
► Establish associated BAU roles and governance to embed and sustain the change ► Provide input to the Embedding Framework, roles and governance
► Create Learning Journeys for capability building in identified Business Owners ► Identify and agree in scope processes
► Establish Performance Hub approach and tools ► Participate in baseline assessment activities
► Undertake Performance Baseline Assessment by data gathering on process, customer, performance ► Lead identification of desired levels of continuous improvements capabilities and identify gaps
and financial data ► Participate in working sessions and interviews to identify opportunities for agile sprints
Business ► Conduct Day In a Life of (DILO) Analysis through interviews and understand process and key pain ► Lead development of the continuous improvement capability future state, including the
Enablement points/process improvement capability maturity Optimization Roadmap
► Pull together a finalized high-level “as-is” and ”to-be” process maps ► Sign-off on KPIs and metrics to track and approve Performance Dashboard design
► Develop a long list of process improvement opportunities and issues ► Roll-out Performance Excellence Hubs
► Set up gated sprints framework, develop Performance Dashboard and agree linkage with benefits
► Kick off Performance Excellence Hub pilots for the selected prioritized initiatives
► Build prototype of potential solutions (if required)
► Business Enablement Framework with a clear set of interventions to embed and sustain the change (these will vary significantly depending upon the type of change)
► Underpinning role outlines to enhance existing or establish new roles with responsibilities for embedding and sustaining the change, supported by clear Learning Journeys
EY deliverables ► Enhanced BAU governance outlining decision making requirements for the business for enabling on-going process improvements, assigning additional resources, and benefits realization tracking
► Prioritized list of operational or functional process improvement opportunities
► Pilots and actual delivery of Performance Excellence Hubs

Adoption
Behavioral change focuses on using behavioral interventions and methods to encourage the
Behavior Change workforce to demonstrate the behaviors essential to deliver the Business Strategy and vision and
embed changes required to achieve successful transformation.
Adoption
Benefits-led change creates a mechanism for delivering long-lasting change. This includes
Benefits support to the business for identifying benefits sponsors/owners, agreeing hard and soft
benefit values, creating Benefits Realization Plans and tracking benefits delivery.

Behavioral Change approach
Behavioral Change
► Behavior Change focuses on using The success of many large scale transformations is dependent on the workforce embracing the changes and altering their ways of working. However, behavioral
behavioral interventions and methods change is notoriously difficult to achieve. Tracking and monitoring of changes in behaviors is difficult, therefore, trying to influence behaviors is often neglected.
to encourage the workforce to However well intentioned, communications and training are often not enough to alternate deep-rooted habits. Consequently, even programs that embrace change
demonstrate the behaviors essential management need to consider behavior change to successfully embed the desired changes.
to deliver the business strategy and
vision and embed changes required
EY Behavior Change approach is designed to embed long-term, sustainable change, helping to realize greater benefit. It uses Behavioral Economics and leverages
to achieve successful
a suite of tools to alter colleagues’ attitudes, opinions and, ultimately, behaviors. The focus is on embedding new ways of working to support realization of the
Transformation.
Business Strategy and vision and to achieve the sustainable change sought by a large-scale transformation.
► Change Strategy and activities are
always grounded and aligned Context
towards achievement of the business
case and desired outcomes. EY Behavior change focuses on using behavioral interventions and methods to encourage the workforce to demonstrate the behaviors essential to deliver the Business
understands the foundational Strategy and vision and embed changes required to achieve successful transformation.
connection between behavior change
and benefits realization, structuring
approaches and activities in
compounding effect to optimize the
client’s return on transformation and
transaction investments. Benefits Some client experiences
► Developing proficiency in this manner
enables learning to “stick” for the ► Benefits including behavioral change as a core
long term and delivers the desired component of the overall change management
capability and behavior change approach provides:
required. ► Sustainable change
► Benefits-led change creates a ► Greater benefit realization
mechanism for delivering long-lasting
► Desired behaviors embedded
change. This includes support to the
► Effective communication and improved
business for identifying benefits
sponsors/owners, agreeing hard and collaboration through shared ways of
soft benefit values, creating Benefits working
Realization Plans and tracking ► Reduction
benefits delivery.

Behavioral Change
Our approach helps leaders articulate how they expect employees to contribute to the delivery of business strategy, or deliver
People-centric
Business Transformation, by focusing on how behaviors manifest themselves in an organization. This allows us to bring change
Transformatio
to life for the people who will live and breath the desired change; engaging employees while motivating them to alter their habits
n
and, in turn, their behaviors, helps transition people into adopting new day-to-day activities.
We adopt a data-driven approach to define behaviors in measurable terms, focusing on tangible impacts on company performance.
Our approach focuses on identifying and analyzing key data points within an organization, whether it be sales metrics, performance
Data-driven
or reward data or even volume and type of referrals staff make to management. Identifying the KPIs that matter enables us to
design and implement change interventions that will tackle issues and challenges in a tangible and measurable way.
Our approach is grounded in academic research, using elements from new and innovative Behavioral Economics and Nudge
Theory. From more than 150 mental shortcuts and biases within the Behavioral Economics literature, we have created a toolkit of
Behavioral
scientifically-proven interventions that can be deployed based on client need. Where appropriate, we can leverage our eco-system
economics
providers, including Cowry Consulting and Immersyve, both of which use Behavioral Science to design creative, evidence-based
behavioral change interventions.
We focus on delivering impact fast, and our approach can be adjusted based on client needs and budget. Our behavioral
interventions are designed using Behavioral Economics principles and then deployed using local pilots, with impacts rapidly
Agile,
evaluated before successful interventions are then iterated and scaled. This approach aligns closely with agile program delivery
personalized
principles and is a new way of engendering behavioral change. Through the mobilization of a network of Behavioral Advocates, we
and scalable
are able to equip organizations to deliver further interventions themselves, at scale. This enables rapid improvement of day-to-day
scenarios that have disproportionate impact on employee engagement and, ultimately, on business performance.

Behavioral Change
Programmatic view
Program phase Discover and Prepare Explore, Realize (Build), Realize (Test), Deploy and Run
Key steps 1. High-level Change Impact Analysis and findings 2. Detailed Change Impact Analysis and findings 3. Action planning and continued refinement
Objective ► To identify the sets of behaviors needed to deliver ► To design behavioral interventions to correct ► To iterate the most effective behavioral
Business Strategy and vision. To identify scenarios behaviors. interventions.
where these behaviors manifest, friction points and ► To deploy the behavioral interventions. ► To scale behavioral interventions to embed target
barriers to change.. behaviors across the organization.
Key activities ► Gather insight through diagnostics, identifying current ► Design creative behavioral interventions using insights ► Evaluate the effectiveness of the behavioral
and target behaviors from Behavioral Economics and Nudge Theory and interventions using qualitative and quantitative data
► Conduct collaborative Leadership Workshop prioritize based on impact and ease of implementation gathered during the pilot
Collect and compare employee view on desired ► Design the Behavioral Transformation Path, with clear
► ► Suggest improvements and design additional
behaviors and behavioral challenges and identify actions, milestones and outcome realization expectations
behavioral interventions if needed and test in
scenarios where these behaviors can be demonstrated, ► Engage a group of Behavioral Advocates from the pilot
further locations or business units to validate the
focusing on common friction points and barriers to business unit to test the behavioral interventions on the
change ground and to report impact and provide measurable
data
► Run focus groups, surveys and interviews to gather data ► Role out across the organization ensuring that you
insights ► Track the impact of the behavioral interventions on target the critical mass, i.e. a minimum of 25% of
► Align leaders on priority to and from behaviors performance and make modifications as additional data individuals in critical business units
underpinning Transformation and insights are gathered
► Prioritize behaviors and scenarios that will be targeted in ► Continue to capture, celebrate and reward success
the pilot, using an agreed prioritization matrix stories
► Agree KPIs and create a mechanism for tracking ► Continue to assess the impact behaviors are having on
performance KPIs
Example outputs
and client
deliverables Dashboard summarizing Report evaluating behavioral
Prioritization matrix with example Agreed list of concepts for behavioral pilot interventions
data from daily logs interventions
behaviors

Behavioral Change
Approach overview
Define target behaviors and scenarios Design and pilot interventions Scale and iterate
Align leaders and employees Define success Prioritize action Pilot, test and learn Iterate approach Scale success
Align leaders on
priority to and Continuously Iterate the approach
from behaviors Identify and monitor and track accrossthe organization
underpinning prioritize a set impact
Transformation of behavioral
interventions
1 4 6 7
9 10
3
5 8
2 Identify metrics
Gather insight to quantify
through impact on Scale successful
Pilot behavioral
diagnostics Prioritize business behavioral
interventions
identifying target Evaluate pilot interventions
current and behaviors and interventions
target behaviors confirm pilot
scenarios
Continuous focus on business outcomes
Page 193
Behavioral Change: Approach detail
Define target behaviors and scenarios
1. Gather Insight through 2. Align Leaders on priority to 3. Prioritize target behaviors and 4. Identify metrics to quantify
diagnostics identifying current and from behaviors confirm pilot scenarios impact on business
and target behaviors underpinning Transformation
Process Process Process Process
► Gather and analyze data on current and ► A collaborative, ACS/Wavespace-style ► EY further analyzes the agreed core ► For each of the prioritized scenarios,
target behaviors, both from Leadership and session bringing Leaders together to behaviors and prepares a Workshop/Focus identify KPIs and measurement
employees validate target behaviors and identify Group with a group of nominated Behavioral mechanism (scenario specific)
► The depth of the analysis can be adjusted to priority areas for change Advocates (representatives from the pilot ► KPIs should be signed off by the
suit client needs. The Bronze option is a business area) to identify scenarios where business
► Allign behaviors to Business Strategy these behaviors often fail, including stop-
rapid assessment using our core behaviors Measurements should be quantitative
and Transformation objectives start-continue matrix. Scenarios are further
►
toolkit. The Silver option assesses behaviors and objective wherever possible.
using a suite of methods, such as surveys Leaders also agree area suitable for prioritized by impact, frequency, ease of
► However, subjective qualitative feedback
and focus groups. Lastly, the Gold option behavioral change pilot implementation and other agreed criteria
should also be gathered
provides in-depth and detailed real-time
behavioral tracking using Humanyze Input Input Input
Input ► Results from Behavioral Analysis ► Nominated Behavioral Advocates ► Prioritized list of scenarios
► Stated target behaviors aligned to strategy ► Facilitation deck ► Workshop/Focus Group facilitation deck Output
► Current behaviors and pain points Output ► Scenarios prioritization matrix ► Agreed KPIs and measurement
Output Output mechanism
► Agreed prioritized
► Gap analysis of current vs. target behaviors, ► Agreed pilot business area ► Prioritized list of scenarios the pilot will aim to
initial frictions and pain points identified improve
Page 194
Design and pilot interventions
5. Identify and prioritize a set of 6. Pilot behavioral interventions 7. Continuosly monitor and track
behavioral interventions impact
Process Process Process
► Design behavioral interventions, nudges and ► Situation-driven behavioral interventions are ► Results captured quantitatively using digital
motivators to improve each of the prioritized deployed within the agreed area of business/ and incidental measurements (a daily log) and
scenarios to embed the target behaviors team reported back during regular catch ups
(qualitative data) to determine impact,
► Potentially involving Cowry Consulting and/or ► The Behavioral Advocates and Leaders test
effectiveness and statistical significance of the
Immersyve/motivationWorks the people-driven interventions and report
behavioral interventions
► Interventions are typically either situation- impact
driven (tweaks to the environment, IT, etc.) or ► The pilot is closely monitored to assess Input
people-driven (someone consciously changes effectiveness ► Quantitative data captured in daily logs and
their behavior to influence others) Input qualitative data reported during regular catch
Input ups
► The agreed list of behavioral interventions
Behavioral Economics toolkit (Cowry
Output
►
Output
Consulting) ► Data on behavioral interventions enabling
► Immersyve/motivationWorks Library ► Effectiveness data evaluation of their effectiveness
Output
► A list of behavioral interventions that will be
tested in the pilot
Page 195
Scale and iterate
8. Evaluate pilot interventions 9. Iterate the approach across the 10. Scale successful behavioral
organization interventions
Process Process Process

► Gathered data is compiled in a report ► Iterate successful behavioral interventions in ► The most effective behavioral interventions,
evaluating all of the interventions tested in the additional business units and locations delivering the most significant business benefits,
pilot ► Adjust or identify and include additional are scaled across the entire organization
► Recommendations on further roll-out are based interventions, if required Input
on the results of the evaluation and projected Input
business benefits ► Insights from steps 4-9
► A list of behavioral interventions updated Output
Input
based on the pilot results
► Data gathered during the pilot ► N/A
Output
Output
► Same as in steps 4-8
► A report evaluating effectiveness of the piloted
behavioral interventions and recommending
next steps
Page 196
Behavioral Change
Core principles and tools are outlined below.
Guiding
Principles
Don’t seek to change Define target behaviors Evaluate progress, Don’t strive for perfection — test Recognize and reward the
everybody — the majority is aligned to target culture demonstrate impact and bring and pilot locally demonstrate a demonstration of target
influenced by 25% and identify critical in insight through measurable proof of concept behaviors to embed new
demonstrating new behaviors scenarios where they are outcomes ways of working
demonstrated
Tools and
techniques
Core Behaviors toolkit Culture Surveys Behavioral Scenarios Behavioral Economics Focus on performance Daily Log (for Behavioral
outlining which behaviors Prioritization Matrix toolkit equation Advocates to record
should stop, start and behavior changes over
continue time)

Behaviors and EY Change Insights
EY Change Insights
EY’s Change Insights (EYCI) is a cloud-based interactive platform that combines data and behavioral analytics to drive greater change adoption. Change
Insights has a number of features relevant to behavioral change.
Segmentation Survey management Adoption metrics
► EY Change Insights uses analytics insights ► Through the use of interactive regular checks, ► Change Insights enables you to track key
(underpinned by Neuroscience and Psychology) we can increase the number of measurement indicators of behavioral change. These
to identify, analyze and segment impacted moments that we have with affected employees indicators are carefully defined with clients to
populations and predict how they are likely and rapidly obtain more real-time, transparent measure the behavioral shifts required to
respond to change. This then enables us to feedback. All responses are gathered in a achieve the desired program benefits
design more targeted interventions, which centralized tool, enabling us to assess ► Rich analytics and insightful dashboards show
ultimately leads to increased adoption and effectiveness of behavioral interventions over which stakeholder groups are adopting new
sustainability of the change. time. behaviors, how quickly, and how well. This
enables the change effort to be targeted to
where it matters most

Best practice spotlight: Deep dive on step 1
Gather insight through diagnostics identifying current and target behaviors
The first step of our Behavioral Change approach gathers insights about current and target behaviors within the organization. This is to ensure that we focus on the most
impactful changes. Our three complementary approaches to data gathering can be deployed depending on client need, timescales and available budget. The Bronze option is a
rapid assessment using our Core Behaviors toolkit. The Silver option assesses behaviors using a suite of methods, such as surveys and focus groups. Lastly, the Gold option
provides in-depth and detailed real-time behavioral tracking using Humanyze.
Bronze Silver Gold

Rapid assessment Data gathering and analysis Real-time data
► Rapid assessment using EY Core Behaviors ► Data on current behaviors gathered using our ► Our eco-system provider Humanyze gathers
toolkit, which describes behaviors suite of methods to observe behaviors, real-time data, providing detailed insight into
organizations typically seek to embed (e.g., enabling evidence-based recommendations the ways of working and enabling track
agility, learning mind-set). It is informed by on where to focus
changes over time
our industry insights and client experience.
► Uses AI, machine learning, organizational
► Behaviors prioritized during an interactive
network dynamics and Behavioral Science
behavioral poker session, where Leadership
select key behaviors required to achieve
strategic objectives
Observations Analysis Focus groups
► Suitable for rapid proof of concept to build and shadowing
confidence in the principles of the approach
List of core Behaviors

Priority core
behaviors based prioritized during
behaviors
on EY insight behavioral poker
Employee Mystery shopping
Survey segmentation
Page 199
Identify and prioritize a set of behavioral interventions
What is behavioral economics? Two sides of our thinking
Behavioral Economics is a branch of economic research that uses elements of psychology to Limbic system: Where emotions reside
Responsible for our feelings (i.e., trust and loyalty), behavior,
identify drivers behind decision-making. It challenges the assumption that humans always ►
decision-making and gut decisions
make rational choices and examines other motivators as well as so-called cognitive biases — ► Where the emotional connection is established, which drives
systematic patterns of deviation from norm or rationality in judgment. behavior
Neocortex function: Where logic resides
We use these insights to appeal not only to the the logical part of the brain but also to the ► Responsible for all our rational and analytical thought and
language
emotional part. Understanding cognitive biases helps us design highly impactful behavioral
Allows us to look through vast amounts of facts and figures,
interventions, resulting in tangible change in behaviors.
►
but it does not drive behavior
Illustrative use of behavioral economics

Situation-driven interventions People-driven interventions
What looks like a people problem is often a situation problem. Using a network of Behavioral Advocates and Leaders to test new behaviors
and measuring how that impacts the behaviors of others.
Ambiguity Frame of Cognitive overload Authority bias Social norms Commitment
aversion dependence
Behavioral Economics:
Behavioral economics:
cognitive bias
cognitive bias
Tendency to avoid Our choices are Too much Tendency to attribute Tendency to Tendency to achieve
options for which affected by context information or too greater accuracy to measure our end-goal after initial
missing information and the relation to many tasks can lead the opinion of an behavior in relation (public) pledge
makes the probability available to a refusal to authority figure to others to decide
seem unknown[ comparisons cooperate what is appropriate
Ensuring that clear Deploying choice Limit the amount of Leaders model and Targeting a critical Getting employees to
Example
Example
and simple guidance architecture to information shared promote desired mass (25%) will publicly commit to
use
use
removes ambiguity influence decisions behaviors influence others change their habits
Page 200
Identify and prioritize a set of behavioral interventions (cont.)
Behavioral
Interventions
Design
Principles Using insights from Collaborating with our Focus on easy to implement Focus on motivators Situation specific — fixing Use of gamification
scientifically-proven eco-system partners “nudges” tangible, real-life problems
Behavioral Economics
Cowry Consulting case study: use on behavioral economics to improve safety at a construction site
Problem statement
Cowry‘s client was looking for effective ways to decrease heath and safety risk at its contruction sites by reducing unsafe behavior among
construction operatives.
Cowry Behavioral Psychologists and Economists conducted site visits and identified five on-site behaviors that were challenging health and safety:
workers feeling they were not always heard; operatives downplaying risks on site; workers not taking enough breaks; safe behavior going
unrewarded while dangerous behavior was punished; and frequent occasions when workers could choose to use equipment unsafely.
Solution
In response, Cowry identified three priority behavioral interventions:
1. A Gold Card Reward System: Capitalizing on the principle of loss aversion, whereby we feel losses twice as much as equivalent gain. Possession of a gold card guaranteed entry into a
weekly prize draw, a privilege which was revoked by unsafe behavior by an operative.
2. Weekly walkarounds: Operatives had weekly walk-arounds with safety experts and were made to make pledges suggesting they would work more safely. Understanding that humans tend to
work in a way that is consistent with self-image, operatives who made this pledge were more likely to align behavior with this commitment.
3. Cool Canteen: The break-room walls were painted Baker Miller pink, a colour which has been scientifically-proven to reduce anxiety, stress and aggression.
Outcome
When the company compared the pilot site with its other sites, it found that unsafe behaviors at the pilot site had been reduced by 82%.
Page 201
Relevant eco-system and tools
Define core behaviors and scenarios
Strategy accelerator Design thinking ThinkTank
► Clearly defining the target core behaviors is an ► Design thinking is an innovative, collaborative ► ThinkTank is a virtual collaborative platform used
essential first step as it sets out the goals of the and systematic problem-solving method to engage participants in the same room or
behavioral change, ensuring that we focus on employed by businesses to achieve across the globe. It enables numerous types of
the most impactful changes. extraordinary results. collaborative activities that can be customized for
each engagement.
► EY has a number of unique spaces, which can ► The stages of the design thinking process are
be used at this stage. They are designed to Empathize (with your employees), Define (the ► This tool can be used to accelerate the
stimulate creativity and encourage generation of problem), Ideate, Prototype, and Test. Behavioral Change process — specifically, to
transformative ideas. They create an avenue for gather data about current behaviors and
► Design thinking uses personas — fictional but
key stakeholders to come together and gain new scenarios where they most commonly manifest,
realistic representatives of employee segments
perspectives, generate intent and accelerate as well as friction points and barriers to change.
— to identify how core behaviors manifest within
complex transformations. Using collaborative The tool provides anonymity, enabling an honest
their day-to-day activities.
techniques, the spaces help reinvent the way conversation. Additionally, it can be used to
leaders define problems and answer big ► Behavioral interventions can be created using gather data to measure impact of the behavioral
questions. design thinking through facilitation sessions with interventions.
behavioral advocates and deployed based on
the target personas.
Example space: Example space: Example space:

Momentum in London Agile Design Lab Wavespace in Milan

Relevant eco-system and tools
Design and pilot behavioral interventions
Workforce Catalyst Cowry Consulting Focus on performance
► EY has partnered with Immersyve/ ► Cowry Consulting is a team of leading Behavioral ► Behaviors encouraged trough interventions
motivationWorks, specialized in Behavioral Scientists specializing in the behavioral should focus on optimizing employee
Science on motivation, engagement, performance interventions design, using Behavioral Economics performance, using EY equalization:
and well-being and the “Nudge theory” ► Employee performance =
► They support all PAS activities by providing ► From over 150 mental shortcuts and biases within ► Focus (“Focus on the right stuff”) –
quantitative insight into key experiences and the Behavioral Economics literature, Cowry selecting behaviors that are essential
sentiments in the workforce, including the identified what they call the C Factors – the most to Business Strategy/Transformation
fulfilment of specific basic psychological needs influential cognitive biases that can be used to
influence behaviors ► Productivity/efficiency (“Get it done”) –
► MotivationWorks developed a library of evidence- ensuring that behavioral interventions
based interventions for improving a host of ► Cowry’s interventions are evidence based, using don’t impede task completion
organizational outcomes (including learning, the latest insight from academic research. They
performance, well-being, engagement, continuously measure the impact of the ► Quality/effectiveness (“Do it right”)
collaboration and cultural development) interventions, demonstrating ROI.
► Its robust technology platform can be used for
assessment, analysis and reporting

Behavioral Change
Behavioral Change focuses on:
► Using behavioral interventions to embed behaviors identified as key to achieve strategic objectives and drive change

► Analyze current behaviors ► Provide data on current behaviors
► Facilitate collaboration session with key stakeholders to validate target behaviors ► Nominate key stakeholders to take part in the collaboration session
► Facilitate workshops with Behavioral Advocates to identify scenarios where ► Validate target behaviors
target behaviors can be demonstrated ► Nominate Behavioral Advocates who will be available throughout the pilot
► Identify targets and measurement mechanisms for prioritized scenarios ► Validate proposed behavioral interventions
Behavioral
► Identify behavioral interventions ► Agree targets and KPIs
Change
► Deploy behavioral interventions ► Review the evaluation of the pilot results
► Continuously monitor and track against KPIs ► Decide on recommended next steps
► Consolidate data, evaluate effectiveness of the behavioral interventions and
recommend next steps
► Analysis of current vs. target behaviors, with friction points and barriers to change highlighted
► Prioritized behaviors aligned to Strategy/Transformation objectives
► Prioritized list of scenarios the pilot will aim to improve
EY deliverables
► Agreed KPIs and measurement mechanism
► List of behavioral interventions to be tested
► Behavioral interventions effectiveness evaluation report

Benefits
Benefits-led Change
Benefits-led change positions >70% of Change Programs fail to realize their goals. EY’s approach to benefits-led change addresses the root causes underpinning this challenge by establishing a clear linkage
between human behavior, performance, program benefits and KPIs, including:
the realization of program
► Limited focus or support for benefits realization, driven by lack of clarity on benefits and their alignment to organizational goals
benefits at the center of the
► The purpose, vision and business case for the change are not properly articulated, understood or communicated by Leadership
change purpose, vision and
► The business case is not translated into tangible and measurable benefits in partnership with the business
delivery plan.
► It is often unclear how results will be measured and aligned to reward and recognition to encourage the right behaviors
► Limited change maturity and high resistance to change, resulting in inability to understand and realize value
► Day-to-day pressures across different functions mean there is insufficient capacity and interest in being a part of the change effort
The benefits potential shapes
► Purpose, vision and case for change aren’t defined, and there is limited engagement with the wider business on the rationale for change
the Change Strategy,
► Potential change resistance due to social and psychological reactions to the change has neither been assessed nor addressed
providing common goals on ► Limited accountability for delivering target outcomes, driven by limited business consultation and/or support to sustain the change
which to focus delivery and ► Limited consultation with the business results in key stakeholders within the business unwilling to take ownership for driving target outcomes, nor feeling as though they
stakeholders. have a stake in successful change delivery
► Limited transition support for new roles, responsibilities and accountabilities required to drive on-going benefits realization
At the heart of this is the

principle of genuine Context
business ownership of
benefits, enabled by a Benefits-led change activities build on from the business case (which is usually managed by the PMO). These comprise the support provided by the Change
common definition of Team to the business to identify people who are accountable for delivery of benefits, determine benefit values (hard/soft) through creation of Benefit Logic
success. Maps, profiles and charters, create Benefit Realization Plans and track benefits delivery. Any resultant material changes in benefit values are then fed back by
the Change Team to the PMO to ensure the business case is kept in sync.
Benefits-led change creates a mechanism for
delivering long-lasting change. This includes Benefits Some client experiences
support to the business for:
Purpose, vision and case for change: Benefits-led change is a
► Identifying Benefits Sponsors/Owners ►
fundamental part of creating a clear “why” story for the change, which
► Agreeing hard and soft benefit values engages, motivates and inspires
► Creating Benefits Realization Plans ► Common definition of success: Sustainable and achievable financial and
► Tracking benefits delivery non-financial benefits are agreed and delivered for business stakeholders
► Accountability for success: Benefit Owners are held accountable for
achieving expected benefits and have the support to do this

Benefits-led Change
Benefits are tied
to the change
purpose, vision
EY’s approach starts with developing the “why” story by creating a clear narrative for change that aims to establish an emotional connection to
and case for
the change by bringing to life the business case and associated benefits. This provides a unifying foundation from which to drive the
change with
Transformation.
clear linkage to
business
performance
We identify the
KPIs that KPIs are developed based on industry trends, benchmarks against peers and individual goals unique to the organization. These are validated
matter, which against available data to give confidence that the right things can be measured and monitored, which are then mapped to the business and
are measurable benefits case.
and achievable
Relentless
inclusion of the Sustainable transformation and benefits realization is driven by establishing a robust accountability model. This includes identifying and
business to empowering Benefits Owners, setting up key business forums and business-led governance, as well as holding Benefit Owners accountable
create for the delivery of benefits. Our approach applies the latest research in Behavioral Economics and Social-Organizational Psychology to
ownership of provide a barrier-free path to change and benefits realization. Sources of change resistance are identified, with plans to address them.
the benefits
We bring a
holistic Working in partnership with the business is key to benefits delivery and realization. Our focus is on creating lasting benefits capability in the
approach to business. We don’t just bring our experience, methods and tools — we truly partner with the business to give them the skills, knowledge and
embed benefits confidence to lead. This capability is embedded by measuring results and aligning Reward and Recognition Programs to behaviors to meet
delivery and KPI targets.
realization

Benefits-led Change
The diagram below illustrates the overall approach to benefits management, which is intrinsically linked to the business
case on one hand and to the business monitoring and management of benefits and associated KPIs on the other.
PMO-led Business-led activities supported by the Change Team
+ +
Identification Ownership Management Reporting
Logic Maps
Business case Charters
and Profiles
Realization
Initial business case Plans
developed to secure
buy-in and budget for Target benefits and KPIs are mapped to
the Program KPIs are identified Supporting the
benefits and
Target benefits and unique to the Necessary assets business in
outcomes with clear
KPIs are developed
organization and are created to realization activity
based on industry and accountable KPI
tested and agreed manage benefits as appropriate and
trends, benchmarks and Benefit Owners
against peers and with the business in collaboration visualization and
agreed
individual goals with the business reporting of benefits
Business case
Business case managed by the PMO as a living document capturing any updates to benefits
updates

Benefits-led Change
Approach overview
Program phase Planning and scoping High-level design Detailed design Build and test Deploy Support and embed
2. Establish Benefits Management process and embed

Key steps 1. Identifying benefits, business owners and KPIs 3. Sustainable Benefits Realization
business ownership
Objective ► To identify opportunities to realise value. ► To define and operationalize new ways of working ► To embed new capabilities, processes and
► To confirm Benefit and KPI Owners. required to own, monitor, track and realize benefits in accountabilities to sustainably realize on-going benefits
► To identify purpose, vision and case for change, BAU. following program transition.
potential change barriers and initial benefits ranges. ► To develop skills and capability required to embed change.
Key activities ► Identify target benefits and KPIs to inform and prioritize ► Assess current capability and identify gaps to be bridged ► Establish business forum(s) to monitor and assess
investment decisions and delivery strategy (may be led in order to drive benefits realization benefits realization and to identify and resolve risks to
by PMO) ► Develop Benefits Realization Plan in consultation with realization
► Engage key stakeholders to define purpose, vision and Benefit Owners and Business Implementation Teams ► Commence benefits realization governance, including
case for change ► Establish benefits management governance, using monitoring, tracking, reporting and risk and issue
► Assess change orientation, ensuring barriers to change existing forums and structures, where appropriate escalation
are identified, investigated and removed ► Measure and monitor progress on an on-going basis, ► Create agile continuous improvement processes so that
communicating progress and linking to performance the benefits and KPIs can be maintained as “living”
► Develop Benefits Logic Maps, Benefit Profile and
management documents to enable benefits realization processes to be
Benefit Charters
► Develop skills and capability of Benefit and KPI Owners, tailored to changing business constraints, priorities and
► Identify industry trends and benchmark against peers to market trends
providing Knowledge Transfer and mobilization support
help refine benefit profiles and associated KPIs
► Amend corporate policy to embed benefits realization ► Underpin the above by taking initiatives to recognize and
► Identify Benefit and KPI Owners accountable for embed a benefits-driven mind-set, looking for more
sustainable benefits realization ► Transition ownership of all tools and deliverables
Example outputs
Corporate
Projects Outputs Capability Outcomes Benefits
Objective
The outcome achieved Short and long term TOTAL ANGLIA LNE/EM LNW SCOTLAND SOUTH EAST WALES WESSEX WESTERN
The projects delivering The outputs from the The new capability e.g.
after implementing the benefits leading to The corporate PROJECT
outputs within a project e.g. new more efficient
new capability into live achievement of objective(s)
CURRENT CURRENT CURRENT CURRENT CURRENT CURRENT CURRENT CURRENT CURRENT
programme processes, systems etc processes corporate objectives
environment Under review Under review
Each business unit has a Signalling
Change Lead £0.1 £0.0 £0.0 £0.0
£0 £0.1 £0.0
£0 £0 £0.0 £0.0
Enabling the business to
DST
and client
Local business unit optimise the size and £9.97 £0.00 £7.00 £0.00 £0.30 £0.00 £0.00 £2.60 £0.07
workforce impact plans management of the
change portfolio. Signalling BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS
FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST
CPG created with T2.01 Increased Decision REALISED REALISED REALISED REALISED REALISED REALISED REALISED REALISED REALISED
effective processes and Operational CPG and CMO maturity of
structures in place. structures in place creating Enabling the business to business change Support Tool
alignment of decision optimise the sequencing definition and £21.72 £0.07 £0.00 £0.00 £11.70 £0.00 £0.00 £0.00 £1.70 £0.07 £1.40 £0.00 £0.70 £0.00 £5.80 £0.00 £0.42 £0.00
Managing Capacity for Clear set of priority and prioritisation of delivery across
making between central and Under review
Change the NR portfolio
programmes for 2015 is local business units. change delivery according Ops Prop
agreed by CPG / ExCom to business capacity £27 £0.0 £0.0 £1.5 £4.8 £4.6 £2.2 £14 £0.6
DST
Increased rate of benefits realisation across the portfolio
Portfolio level validation of

T2.02 Increase in £26.81 £0.00 £0.20 £0.50 £4.75 £4.62 £2.20 £13.91 £0.63
funding by CPG
deliverables
business change
Permanent Change
The NR change portfolio is
resource
Ops Prop BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS
strengthened by a robust, FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST
Management Offices
(CMOs) are created in
benefits led methodology competency levels Decision REALISED REALISED REALISED REALISED REALISED REALISED REALISED REALISED REALISED
Routes/IP & Central BU’s Support Tool
£29.27 £27.62 £0.00 £0.00 £0.90 £0.00 £2.26 £1.52 £4.75 £4.75 £4.62 £4.62 £2.20 £2.20 £13.91 £13.91 £0.63 £0.63
MSP4NR Framework NR business change
Objective:
Engagement ADC Benefits Opportunity CP5 and CP6 Capex Planning Sessions
Principles and tools for best resources are highly
Route/
Central Function
Key Stakeholders Model Office Case Study Mandated Percentage CP5 Minor CP5 Schemes
Breakthrough
Next Steps/Mitigating Priority Focus
RAG DST in Use Notes Benefits Date Held Attendees Outcomes
practice programme, change competent with specialist T2.03 Reduction Contribution (Y/N) Input (Y/N) (Y/N) Completion Works target Target Actions
Training framework and Target
Framework Review and benefits management knowledge to initiate and in resource churn
Anglia Mike Essex (RAM) N Y Positive RAM team engagement and appetite for Y 14% £0 £0 £15m 25/01/16 Ken Gray Agremeement on areas for Planning session to be Digital Railway Pilot
£60 £8.8 £7.8 £3.5 £0.0 £7.8 £5.0 £22.6 £4.5
materials
are operational in NR as a implement change of business
James Ekhator (Champion)
Ken Gray (SAE R&E)
DST
Clacton breakthrough opportunity validated by RAM;
29/02/16 James Ekhator next steps analysis;
commitment to ongoing
scheduled once SME
resource support has been
route
S&C DST
MSP4NR Framework single, integrated framework. change East Midlands Nick Taylor (RAM) N N
benefit yet to be realised
DST Support confirmed during early training sessions; Y 0.07%
engagement confirmed
£59.47 £8.82 £7.79 £3.50 £0.00 £7.76 £4.50 £22.60 £4.50
comms campaign professionals Dave Gates (Champion) engagement 'pull' has decreased following R1.2 GL
NR is driven toward an
Poor Champion/RAM support escalated to RBCM
S&C Decision BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS
organisation-wide culture LNE Adrian Moss (RAM) N N DST Support confirmed during early training sessions; Y 20.99% ~£7m FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST
Training provision for benefits led, high
Bill Troth (Champion) significant engagement 'pull' has decreased
following R1.2 GL
Support Tool REALISED REALISED REALISED REALISED REALISED REALISED REALISED REALISED REALISED
Opportunities for practitioners
Capability performing management Poor Champion/RAM support escalated to RBCM
to self assess and manage
£61.96 £59.97 £8.82 £8.82 £9.04 £7.79 £3.50 £3.50 £0.00 £0.00 £7.80 £7.76 £5.70 £5.00 £22.60 £22.60 £4.50 £4.50
Goole Breakthrough opportunity identified with
Development Online learning resource of change Champion and RAM
professional development in LNW North Claire Beranek (RAM) Y N Excellent RAM team engagement and commitment N 5.81% 13/01/16 Phil Manion, Colin Commitment to undertaking Need to review target CP6 IIP refinement
(WebEx) business change as a Mike McNulty (Champion) to DST 18/01/16 Saunders, Claire further analysis of DST benefits opportunity figures
discipline Business change resource

Alex Laver (Champion)
Phil Manion (SAE R&E)
ADC yet to be mandated
RAM team are very mature in their planning, and
03/02/16
11/02/16
Beranek, Mike
McNulty, Alex
opportunity areas for
developing CP6 IIP once
with RAM team based on
new plan and re-baseline CSAMS
is retained within the T2.04 Reduction
Colin Saunders (SAE R&E) have developed Interlocking Data Card capturing 24/02/16 Laver enhanced capability in place charter
Competency criteria for Chris White (AE MTCE Support) data from Ellipse, SSADS, and local knowledge to (in form of custom report);
Competency Business Change
business in external change support developing schemes remit - without ADC key input for this will be ADC
Framework resource data the DST does not yet offer new insights above data ;
Manager resources
expenditure
their own analysis
Initial conversations have indicated limited scope for
Risk to opportunity
identification as CP5 Minor LADS £0.8 £0.8 £0.0 £0.0 £0.0 £0.0 £0.0 £0.0 £0.0
Right people with the right
£0.77 £0.77
benefits opportunity identification, based on low Works Plan contains little to
Target Operating Model capability doing the right
ADC completion rates, and detailed level of analysis no areas which the DST can
already underpinning existing plans influence; CP5 schemes plan
for business change jobs at the right time However, CP6 IIP currently at £2.2bn; it is expected is not condition-driven - the
Track
resource there will be a push to reduce this with potential detail of the CP5 MInor
BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS BENEFITS
Decision FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST
opportunity to use DST to support this refinement Works plan reflects different
once new data and capabilty is in place priority focus to the input
Competency
Organisational Structure given to shape the benefits REALISED REALISED REALISED REALISED REALISED REALISED REALISED REALISED REALISED
Framework
for business change
LNW South Graham Wire (RAM) Y N DST Support confirmed during early training sessions; N 7.31%
charter
Support Tool
resource
£2.30 £0.77 £2.30 £0.77 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00
Alistair Glasgow (SAE R&E) significant engagement 'pull' has decreased
following R1.2 GL
Scotland Stephen Muirhead (RAM) Y Y Excellent RAM team engagement and commitment Y 16.44% ~£0.4m 17/02/2016 Chris Ruddy Confirmation of DST use to Planning session to be CP6 IIP refinement
Guy Whaley (SAE R&E) to DST Guy Whaley support CP5 minor works scheduled once SME
Chris Ruddy (AE MTCE Support) DST being used to plan CP5 minor works spend, as planning for POE renewals in resource support has been
well as review schemes deferrals Glasgow Central and confirmed
Motherwell breakthrough opportunity identified Barrhead Interlocking;
with Champion and RAM; validation in progress Commitment to running full
Support confirmed for CP5 and CP6 planning DST planning session for CP6
sessions using custom report IIP refinement
Benefits Logic Map Benefits Profiles KPI Automated Benefits Trend Interactive Visualization
Current State Assessment Benefits Realization Plan Analysis and reporting Dashboards
and Charter identification

Benefits-led Change
Guiding Principles
Clear Business Owners need to be identified and agreed. Dashboards
Accountability and must provide constant visibility of progress against goals and provide
transparency is key actionable insight to close any gaps. Attainment of benefits must be
rewarded and integrated into the Total Rewards Program.
Technology, tools and Successful Transformation Programs focus on business-led, user-

processes are enablers of focused change management to embed new capabilities and realize
benefits target outcomes and benefits.
Benefits cannot be delivered without a people-focused Change

Benefits realization must
Unlock ng
Strategy. Benefits realization should determine the sequencing and
be integrated
prioritization of the program plan and delivery strategy.
The business case, KPIs and benefits identified must be treated as
the benefits
Benefits will change “living” documents, constantly being updated to adapt to industry
trends and changes in the organization specifically.
The benefits management process should inform the program

Benefits realization business case and program plan, and this needs to be synchronized.
requires governance Benefits processes must be linked with program and business
governance.
The on-going reporting of benefits is an important component of

The timeframe for benefits benefits management, providing visibility of benefits realization.
reporting will vary Benefits reporting may continue as an on-going business process or
stop once targets have been met.

Benefits-led Change
Tools
Current State Benefits Profile and Benefits Realization Visualization and

Benefits Logic Map
Business-led activities (supported by the Change
Assessment Charter Plan reporting

► The Current State Assessment ► The Benefits Logic Map sets ► The Benefits Profile defines the ► Benefits opportunities, as ► Automated Visualization
assesses the current out the program benefits logic, potential areas of financial and captured in the Benefits Dashboards and reporting tools
capabilities of the business to linking requirements to non-financial benefits, including Profiles, are prioritized into a provide standardized,
realize target benefits. capabilities to target outcomes key information on associated Benefits Realization Plan, interactive mechanisms for
► It is a tool that is used to through to target benefits. metrics, measurement linked to the program or project benefits realization monitoring
identify gaps and potential risks ► The Benefits Logic Map methods, alignment to plan and roadmap. and reporting, trend analysis
to be addressed as part of the underpins the program vision, corporate KPIs, owners and ► The Benefits Realization Plan and risk management.
Business Change Delivery scope and case for change. enabling activities, over an profiles how benefits will be ► Depending upon the current
Strategy for the program or agreed timeframe. realized over a period of time, practices and culture within the
project. ► Linked to this, the Benefits capturing the critical path for organization, these could be
Team)
Charter sets out the activities benefits realization. physical visualization tools or
for which the program and the templates, too.
business are respectively
accountable in order to realize
benefits captured in the
Benefits Profile.
Corporate
Projects Outputs Capability Outcomes Benefits
Objective
The outcome achieved Short and long term
The projects delivering The outputs from the The new capability e.g. benefits leading to
after implementing the The corporate
outputs within a project e.g. new more efficient achievement of
new capability into live objective(s)
programme processes, systems etc processes corporate objectives
environment
Each business unit has a
Change Lead
Enabling the business to
Local business unit optimise the size and Engagement ADC Benefits Opportunity CP5 and CP6 Capex Planning Sessions
Route/
workforce impact plans management of the Central Function
Key Stakeholders Model Office Case Study Mandated Percentage CP5 Minor CP5 Schemes
Breakthrough
Next Steps/Mitigating Priority Focus
RAG DST in Use Notes Benefits Date Held Attendees Outcomes
Contribution (Y/N) Input (Y/N) (Y/N) Completion Works target Target Actions
change portfolio. Target
Anglia Mike Essex (RAM) N Y Positive RAM team engagement and appetite for Y 14% £0 £0 £15m 25/01/16 Ken Gray Agremeement on areas for Planning session to be Digital Railway Pilot
CPG created with T2.01 Increased James Ekhator (Champion) DST 29/02/16 James Ekhator next steps analysis; scheduled once SME route
effective processes and Operational CPG and CMO maturity of Ken Gray (SAE R&E) Clacton breakthrough opportunity validated by RAM; commitment to ongoing resource support has been
structures in place. structures in place creating Enabling the business to business change benefit yet to be realised engagement confirmed
East Midlands Nick Taylor (RAM) N N DST Support confirmed during early training sessions; Y 0.07%
alignment of decision optimise the sequencing definition and Dave Gates (Champion) engagement 'pull' has decreased following R1.2 GL
Managing Capacity for Clear set of priority and prioritisation of delivery across
making between central and Poor Champion/RAM support escalated to RBCM
Change programmes for 2015 is change delivery according the NR portfolio
local business units. LNE Adrian Moss (RAM) N N DST Support confirmed during early training sessions; Y 20.99% ~£7m
agreed by CPG / ExCom to business capacity Bill Troth (Champion) significant engagement 'pull' has decreased
Increased rate of benefits realisation across the portfolio
following R1.2 GL
Portfolio level validation of Goole Breakthrough opportunity identified with
funding by CPG T2.02 Increase in Champion and RAM
The NR change portfolio is business change LNW North Claire Beranek (RAM) Y N Excellent RAM team engagement and commitment N 5.81% 13/01/16 Phil Manion, Colin Commitment to undertaking Need to review target CP6 IIP refinement
Permanent Change strengthened by a robust, resource Mike McNulty (Champion) to DST 18/01/16 Saunders, Claire further analysis of DST benefits opportunity figures
Alex Laver (Champion) ADC yet to be mandated 03/02/16 Beranek, Mike opportunity areas for with RAM team based on
Management Offices benefits led methodology competency levels Phil Manion (SAE R&E) RAM team are very mature in their planning, and 11/02/16 McNulty, Alex developing CP6 IIP once new plan and re-baseline
(CMOs) are created in Colin Saunders (SAE R&E) have developed Interlocking Data Card capturing 24/02/16 Laver enhanced capability in place charter
Routes/IP & Central BU’s Chris White (AE MTCE Support) data from Ellipse, SSADS, and local knowledge to (in form of custom report);
support developing schemes remit - without ADC key input for this will be ADC
data the DST does not yet offer new insights above data ;
MSP4NR Framework NR business change
Objective:
their own analysis Risk to opportunity

Principles and tools for best resources are highly Initial conversations have indicated limited scope for identification as CP5 Minor
practice programme, change competent with specialist T2.03 Reduction benefits opportunity identification, based on low Works Plan contains little to
Training framework and
Framework Review and benefits management knowledge to initiate and in resource churn ADC completion rates, and detailed level of analysis no areas which the DST can
materials already underpinning existing plans influence; CP5 schemes plan
are operational in NR as a implement change of business However, CP6 IIP currently at £2.2bn; it is expected is not condition-driven - the
MSP4NR Framework single, integrated framework. change there will be a push to reduce this with potential detail of the CP5 MInor
opportunity to use DST to support this refinement Works plan reflects different
comms campaign professionals once new data and capabilty is in place priority focus to the input
NR is driven toward an given to shape the benefits
organisation-wide culture charter
Training provision for benefits led, high
LNW South Graham Wire (RAM) Y N DST Support confirmed during early training sessions; N 7.31%
Alistair Glasgow (SAE R&E) significant engagement 'pull' has decreased
Opportunities for practitioners
Capability performing management following R1.2 GL
to self assess and manage
Development Online learning resource of change Poor Champion/RAM support escalated to RBCM
professional development in Scotland Stephen Muirhead (RAM) Y Y Excellent RAM team engagement and commitment Y 16.44% ~£0.4m 17/02/2016 Chris Ruddy Confirmation of DST use to Planning session to be CP6 IIP refinement
(WebEx) business change as a
Guy Whaley (SAE R&E)
Chris Ruddy (AE MTCE Support)
to DST Guy Whaley support CP5 minor works scheduled once SME
DST being used to plan CP5 minor works spend, as planning for POE renewals in resource support has been
discipline Business change resource well as review schemes deferrals Glasgow Central and confirmed
is retained within the T2.04 Reduction Motherwell breakthrough opportunity identified Barrhead Interlocking;
Competency criteria for with Champion and RAM; validation in progress Commitment to running full
Competency business in external change
Business Change Support confirmed for CP5 and CP6 planning DST planning session for CP6
Framework Manager resources resource sessions using custom report IIP refinement
expenditure
Right people with the right
Target Operating Model capability doing the right
for business change jobs at the right time
resource
Organisational Structure
Competency for business change
Framework resource

Benefits-led Change
Benefits-led change focuses on:
Benefits-led change creates a mechanism for delivering long-lasting change. This includes support to the business for identifying Benefits Sponsors/Owners, agreeing hard and soft benefit
values, creating Benefits Realization Plans and tracking benefits delivery.

► Generate a list of potential benefits (both quantitative and qualitative), driven by value ► Provide input and validation into benefits identification, calculation and quantification
opportunities ► Confirm committed SME support, with representation across impacted business units and
► Complete high-level quantification of benefits and document assumptions the support of relevant stakeholders, the Program Director and members of the Project
► Develop Benefits Logic Map Teams
► Identify KPIs and provide industry insights and information ► Benefits Owners to take accountability for benefits realization, including:
► Understand client specific objectives to formulate initial KPIs and business case ► Validating proposed value opportunities and gaps
► Identify related metrics and measurement approach ► Championing the change by engaging key business stakeholders during program
► Determine KPI and benefits baseline (current state performance) to enable tracking delivery
► Define Benefits Forecast (value and timescales) and develop Benefits Profile, Benefits ► Drive benefits realization following transition to end state
Benefits-led Charter and Benefits Realization Plan ► Review Benefits Logic Map, Benefit Profiles, Benefit Charters and Benefit Realization
change ► Identify Benefit Owners and provide the capability development support required to Plans to ensure alignment with business needs, priorities and operational context
successfully take ownership of associated accountabilities ► Benefits Owners to review and approve key deliverables
► Undertake Change Orientation Assessment ► Define business performance targets, thresholds and early-warning indicators to support
► Set up benefits management and tracking process, including definition of BAU RACI for benefits realization and risk management
benefits ownership, monitoring and reporting ► Provide business SME and financial analysis input to assure benefits calculation
► Work with the client to identify quick wins (e.g., benefits that can be easily identified and methodology and ensure alignment with internal processes
realized) ► Support action planning and lead implementation activities to address transition to
► Monitor scope changes and change to project outcomes and adjust benefits accordingly business ownership of benefits realization
► Embed benefits into Operational Plans and performance management processes ► Adopt new ways of working for benefits ownership, management, tracking and reporting
► Embed sustainable benefits tracking — establish an on-going benefits governance in BAU
Capability supported by sustainable benefits reporting and tracking ► Incorporate KPI attainment in overall talent and reward and recognition strategy
► Hand over benefits tracking to business Benefits Owners
► Benefits Logic Map ► KPI identification ► Benefits Realization Plan ► Interactive Visualization Dashboards
EY deliverables
► Benefits Profile and Charters ► Current State Assessment ► Benefits Trend Analysis and reporting

Change Experience Tools overview
Page 213
It is recognized that new technology will play a vital

part in underpinning EY’s Change Experience
offering. This section of the playbook outlines the
approach PAS is taking to focus our efforts and
investment on aligning and accelerating the right
tools, suite of applications and eco-system partners
to enable our vision and support change delivery.
This section of the playbook provides:
► An overview of the Change Experience technology
landscape and functionality
► An overview of a selection of tools currently in use
or under development

Overview of Change Experience tools
landscape
Change Experience
How the tool/eco-system landscape might look in the future
We are already developing a EY Change
Insights solution that will provide rich
analytics on behaviors, how impacted Org.
users are re-acting to the change, Talent Stakeholder
Hub Management
transparency on whether a program is on (TBC)
or off track and the opportunity to course
correct. This is likely to be our core Competency Communications
platform underpinning change execution Assessment Analytics
and management moving forwards.
It is recognized, however, that to make our

delivery activities more effective and Training
EY Change
efficient, a suite of complementary digital Needs Impacts
Change
tools to support and enhance change Analysis
Insights1 qualitative
tool
management delivery is required. A tool2
summary of a possible future technology
landscape is provided, which can be Key
broadly grouped into four types of Existing EY tool functionality Bonfyre/
Learning Inside Board/
functionality. Existing external tool Analytics Microsoft/
Other
Tool currently under development
New tool/functionality would be required Digital Benefits

Learning Tracking
Platform (TBC)
1 Note: EY Change Insights scope to be expanded to include new functionality — Change Capability Assessment and change saturation
plus dynamics reporting capability to be extended to provide quantitative change impacts.

2 Recently approved by PAS Exec for development this FY.

How can our digital tools enhance program performance by
reducing inherent effort and increasing impact?
Challenges we’ve We have developed a unique suite of digital tools* to Benefits …
seen … enhance program performance …
1. Repeatable tasks:
Reducing the proportion
of time spent on non-
Greater
value-adding activities delivery
2. Collaboration: efficiency
The need to manipulate
the same document at the
same time by multiple
people across locations, Improved
such as Change Impact insights and
Analysis, creates
numerous versions of decision
offline spreadsheets and
EY Change Insights Change Impact Stakeholder
making
PowerPoint documents Communicate
3. Real-time performance tool Analysis Engagement and effectively
measurement: Understand Plan effectively Communications Mobile-first
Transformations performance Bespoke interactive Microsoft Dynamics-based communications designed Enhanced and
Drive and measure change PowerBI dashboards tools for real-time, to drive engagement, with
frequently fail to leverage
digital technology and in real-time by combining to visualize change collaborative management broadcasts, surveys, sustained
of stakeholder insight and polls, gamification,
data to enhance program
humanistic and analytics
perspectives
impacts, enabling
effective planning communications analytics and dashboards impact
delivery interventions
* Other digital tools are also available that can be hand-picked based on the client need, e.g., Organization Talent Hub (OTH) for operating model design, especially in M&As. They work alongside Transformation Hub, EY’s comprehensive
PMO technology platform. See full suite in the tools section.
The Change Experience tool landscape
Overview of functionality of each tool
Core change including Comms. and Engagement Benefits
Existing/planned functionality Likely future functionality Existing functionality Future functionality
EY Change ► Program and portfolio tracking ► Change Capability Assessment Benefits tracking ► Benefits alignment against business strategic drivers ► TBC if required vs. receiving file feed only into
Insights ► Employee Sentiment Analysis ► Change saturation ► Grouping against contribution to outcomes EY Change Insights for reporting purposes
► Business Readiness tracking ► Dynamics reporting capability to be extended ► Benefits tracking capability and reporting
► Alerts and notifications to provide quantitative change impacts
Change
► Insights on priorities and recommended improvement areas

► Flexible KPI reporting tools
► User segmentation and profiles
Change Impacts ► Ability to support capture of qualitative change impacts and ► V2 of tool (if not complete in year)
qualitative tool supporting reporting capabilities — recently approved for
inclusion and development this FY
Stakeholder ► Stakeholder analysis directly in the tool N/A

management ► Populates tools with results
Stakeholder, Comms.
► Ensures confidentiality through security provisioning

and Engagement
Communications ► Auto-populates identified communications and activities in ► Integrate with Microsoft Workplace Insights
analytics calendar tool
► Plan and send communications directly from the tool ► Connect to social media
► Capture communication metrics ► Predictive analytics
► Advanced dashboard analytics ► Integrate with survey tools
Bonfyre ► Digital employee engagement tool focused on relationships ► Possible integration with EY Change Insights
► Survey tool capability tool TBC
► Community engagement capability, including gamification
► Tracking, data and insights
Workforce/organizational development Competency and training
Existing/planned functionality Future functionality Existing/planned functionality Future functionality
Organization ► Supports OD activity on larger projects Digital Learning Platform ► E-learning platform N/A — promote only
Talent Hub (OTH) ► Workforce planning and scenario functionality ► Creative agency support
► Modeling and impacts of different organization options ► Digital communications
Learning Analytics N/A — concept only TBC
Training Needs Analysis tool N/A TBC
Competency aAssessment N/A TBC

Change Experience tool landscape
Functionality “building blocks”
In flight Concepts for future consideration Promote/leverage but not integrate
Change Experience tools that are currently in development Tools that would complement the existing and planned Tools/platforms that currently exist and could be further
suite of tools but are conceptual only at this stage — may promoted, however are unlikely to be integrated with the
be other tools. Needs further exploration. Change Experience suite of tools*
► Program and portfolio tracking ► Ability to support capture of qualitative ► Similar concept to quantitative Change ► Supports OD activity on larger projects
► Employee Sentiment Analysis change impacts and supporting reporting Impacts tool ► Workforce planning and scenario functionality
capabilities ► Ability to support capture of qualitative
► Business Readiness tracking ► Modeling and impacts of different
► Improved data capture and reporting training needs data and offer supporting organization options
► Alerts and notifications capabilities reporting capabilities
► Insights on priorities and recommended ► Initial discussions and concept only has been
improvement areas shared with Greek Analytics Team
Existing digital learning and comms. platform and
► Flexible KPI reporting tools team offering services and products additive to
► User segmentation and profiles change delivery including:
► Digital employee engagement tool focused on
relationships ► E-learning platform and content production
► Survey tool capability ► Creative agency support
► Stakeholder analysis directly in the tool ► Similar concept to comms. analytics
► Community engagement capability including ► Digital communications products
► Populates tools with results ► Auto-populates identified training and
gamification
► Ensures confidentiality through security activities in calendar
provisioning ► Tracking, data and insights
► Plans and sends training content directly from
the tool ► Existing EY Benefits tool (PPM group)
► Captures learning metrics enabling link of project outcomes to business
outcomes/metrics
► Advanced dashboard analytics
► Tracking of benefits and delivery against plan
► Auto-populates identified communications Expand existing capability to include: ► Reporting and dashboarding
and activities in calendar ► Change Capability Assessment
► Plan and send communications directly from ► Change saturation
the tool ► Ability to assess organzational competency ► Other digital tools that complement our
► Dynamics reporting capability to be extended offering but which we are unlikely to integrate
► Capture communication metrics to provide quantitative change impacts short term, e.g., Inside Board, Microsoft tools
► Advanced dashboard analytics
Core change tools — foundation change plus qualitative

Foundation change tools — EY Change Insights plus Standalone tools/functionality that can be leveraged as required
Change Impact Analysis, EY Change Insights v2 and Bonfyre Core change plus training and competency tools
complementary communications and engagement tools depending on project type
(TBC)
Note: Bonfyre requires further investigation. Need to consider strategic relationship and independence considerations.

Overview of selected Change Experience
tools
EY Change Insights
The next evolution of our Change Management tools — supporting our ambition to deliver an INSIGHTFUL and PERSONALIZED change experience.
What is EY Change Insights? Why EY Change Insights?

► Cloud-based interactive platform EY Change Insights makes it easier to navigate complex change
► Combines data and behavioral analytics and increases the chance of change being adopted and sustained.
► Measures leading indicators to change adoption
► Data to identify and correct
► Behavioral profiling supporting targeted interventions
when a project is off track
Key features include: ► Increased visibility of change
interventions and their
► Employee Sentiment Analysis effectiveness
► Business readiness tracking
► Alerts and notifications ► Enables easy reporting and
on-going monitoring
► Insights on priorities and
recommended improvement ► Understands how people
areas respond to change to support
► Flexible KPI reporting tools better development of
► User preferences to enable targeted change interventions
personalized interventions
through segmentation
Page 221
EY Change Insights
Eight areas of core functionality
Area Summary functionality Key benefits
1. Business Enables regular measurement of business ► Data, dashboards and visualizations on readiness progress
Readiness preparedness to adopt organizational changes — will help target hotspots and required interventions
06 01 readiness can be tracked at various levels, e.g., ► Activity required to capture progress information and
region, BU, group level. reporting activity is streamlined
Adoption Business
Readiness 2. Sentiment Ability to undertake Sentiment Analysis at various ► Employee Sentiment Assessments are typically undertaken
points to understand drivers and hotspots in how at regular intervals to understand how users are responding
employees are reacting to the change to the change
07 ► Rich analytics and interactive dashboards help identify
05 02 which areas/groups we need to invest more effort in and
what type of interventions would be most appropriate
Timeline and Sentiment
status 3. Workforce Helps understand the workforce’s engagement and ► Insight on dominant characteristics and user preferences
Resistance Segmentation behavioral preferences to inform the Change and behaviors can help enable a more targeted and
Strategy and the design of targeted change impactful change experience
interventions
4. Change Tracking and measuring program awareness, ► Helps inform if interventions delivered to members of an
effectiveness participation, quality (e.g., feedback) and organization are effective and which interventions are most
Change User consumption (change and training content access) impactful
effectiveness preferences
5. Timeline and Visibility of the progress of change activity against ► Dashboard to help monitor if activity against key milestones
04 03 status key milestones and capture of major risks and issues associated with the change is on or off track
(optional)
08
Flexible KPI Reporting and Dashboards 6. Adoption Tracking of progress against key adoption measures ► Helps measure the success of adoption in relation to the
post go-live change
Key 7. Resistance Identifies key population hotspots i.e. highly ► Tracks groups that are responding well to the change and
Change Strategy and delivery management impacted but not currently responding well also those that need a additional support
Engagement and experience

8. Flexible KPI Ability to see progress and hotspots against each ► Data, dashboards and visualizations deliver insights and
Business Readiness reporting and change measure including interactive drill-down and inform pro-active interventions to make change more
Adoption dashboards reporting effective

EY Change Insights core features
Change insights helps you to:

► Align program and business
leadership on change
challenges, priorities and
approach throughout the
journey
► Understand preferences from
your user population to tailor
interventions
► Understand awareness levels
and sentiment towards the
change
► Understand nature and scale
of change impacts
► Visibility of readiness and
behavioral adoption progress
► Track how well your
interventions are doing and
what needs to be adjusted
Page 223
EY Change Insights
The link to the Change Experience approach
Change Program Management Engagement and Experience Business Readiness
Change component
Change Strategy Change Management Office Engagement Business Readiness Management Deployment and Post Go-Live
How EYCI enables ► The context questionnaire ► Visibility of the progress of ► Ability to regularly measure ► Enables regular measurement of ► EYCI includes an adoption
Change Experience element of the tool provides an change activity against key employee sentiment to the business preparedness for the measure. This should be agreed
initial evaluation questionnaire milestones and capture of major change, which helps understand change through business at the beginning of the
that can be used to understand risks and issues (optional) how users are reacting to the readiness criteria and tracking, engagement and are customized
the nature of the change and the through the program timeline change and enable appropriate which helps to keep the for each client. Progress against
expectations and priorities of the and risks and issues interventions. Transformation on track. key adoption measures is then
key stakeholders involved in the capabilities for a program or evaluated post go-live.
► Employee Sentiment ► Accelerates development of
program. This helps capture number of programs.
Assessments would typically be readiness criteria as a standard
early insights for the Change
► Tracking and measuring across undertaken at regular intervals to set of criteria has been
Strategy while setting the
all seven areas of core understand how users are developed.
foundation against which the
functionality, including Sentiment, responding to the change. Rich
Change Program’s progress can ► Business representatives track
Readiness, Program Awareness, analytics and interactive
be assessed. completion against specific
Participation, Quality (e.g., dashboards then help to identify
criteria and data and analytics
► Additionally, the EY Change feedback) and Consumption which areas/groups need more
provide integrated reporting
Insights solution includes (change and training content investment of effort in from an
dashboards and visualizations to
workforce behavioral access) to help inform required engagement perspective and
actionable insights. This enables
preference capabilities. intervention and target areas for what type of interventions would
regular measurement of business
Individuals and the population leaders of Change Programs be most appropriate (linked to
preparedness to adopt
can be segmented into one of throughout the program lifecycle. change success factors such as
organizational changes and the
four dominant profile types. This vision and case for change,
► Reporting capabilities exist and ability to drill-down on areas
understanding of workforce leadership, commitment).
standard reports be run against requiring attention.
composition and behaviors
all seven areas of core ► This can be combined with
provides valuable inputs into
functionality, further enhancing a behavioral preference data,
developing the right strategy for
Change Leader’s ability to particularly dominant profiles,
the organization.
effectively manage a Change to inform the design of targeted
► Updates to strategy can be Program. interventions.
informed by insights from the tool
throughout the course of the
program.
Flexible reporting Data, dashboards and visualizations are available against all seven core functionality areas, to deliver insights and help inform pro-active interventions to make change more effective.

EY Change Insights
Key Features
Business Readiness
► EYCI enables regular measurement of business preparedness

to give program leaders sight of where things are on track, and
where they need to focus their attention
► Data and analytics provide integrated reporting dashboards and
visualizations for actionable insights with drill-down options to
identify specific areas requiring attention
Sentiment + Awareness
► EYCI can regularly measure employee sentiment to provide a

deep understanding of how people are reacting to the change
► Rich analytics and interactive dashboards then help to identify
which areas/groups need more investment of and what type of
interventions would be most appropriate
► Awareness is measured at regular intervals and tracks the
channels and factors by which people are made aware of the
changes

EY Change Insights
Key Features
Workforce Segmentation
► EYCI identifies key behavioral characteristics of impacted

employees to help you to understand how they are likely to
respond to change
► Identify people’s preferences around comms and learning to
help Change Managers to deliver a more targeted,
personalised and impactful change experience, thus
increasing the likelihood of behavior change
Change Effectiveness
► EYCI Change Effectiveness shows how the workforce is engaging with

the change by tracking a range of indicators, including:
► Active participation in change activities
► Perception of quality of change-related information and activities
► Observation metrics which are agreed and tailored for each
engagement
► The views enable the program to monitor and measure change
effectiveness and identify which change activities are working well and
which areas require additional focus

EY Change Insights
Key Features
Change Plan
► EYCI makes it easy to manage the progress of your change program

by bringing together the change milestones, risks, issues & alerts in
an easy-to-interpret view to provide actionable-insights
► The visual timeline and calendar views can be filtered by owner,
workstream, activity type, and other factors
► EYCI highlights planning conflicts, where any activities are on or off-
track, as well as reporting on critical risks and issues
Change Impacts
► EYCI’s dashboards aid quick understanding of who is impacted, how,

and to what extent, and highlights groups that are most impacted by your
change program
► Gain a deep understanding of what’s changing and how your employees
will experience the change to support development of a targeted change
strategy
► Drill in to understand what changes each group will experience and what
interventions should be considered to aid their transition to the future state

EY Change Insights
Key Features
Adoption/KBIs
► EYCI enables you to track key indicators of behavioral change.

These indicators are carefully defined with clients to measure the
behavioral shifts required to achieve the desired program benefits
► Rich analytics and insightful dashboards show which stakeholder
groups are adopting new behaviors, how quickly, and how well.
This enables the change effort to be targeted to where it matters
most
Resistance
► EYCI helps you to quickly identify key population hotspots i.e.

highly impacted but not currently responding well
► Inform your targeted intervention strategy based on a deep
understanding of which employees are showing most resistance
towards the change
► Identify roles / teams who are most supportive of the change to find
potential sources of change champions

EY Change Insights
Key Features
Portfolio View
► EYCI’s portfolio view helps you to quickly determine the overall status
of your portfolio of change, which programs are on/off track, and why
► Interactive dashboards show the number and severity of impacts
hitting any business group at any one time, and highlights scheduling
conflicts between different programs’ change activities
► Highlights population hotspots (highly impacted or highly resistant
groups) to determine which groups have reached change saturation
. Questionnaire
Context
►
► EYCI’s Context Questionnaire offers a more consistent, data-driven

approach to accelerate the development of the change strategy
► Assess the Organization’s capacity and capability for change, and
understand the existing levels of change resistance
► Identify upfront risks to achieving sustainable adoption - at the
Portfolio, Program and Wave level – and define proper mitigations
► Identify any areas of misalignment between Program Leaders upfront,
while verifying their view of the change assets and risks

The Change Experience toolset
Enables the right mix of art, science and experience
We are investing in the development of human-centric design tools and personalized digital experiences to
enhance collaboration quality, provide additional sentiment and behavior sources for analysis and amplify
the business value and impact of change services.
Empathetic, immersive experiences Intelligent, connected platforms
Page 230 EY Change Experience Briefing

Stakeholder Management and Communications Analytics
Microsoft Dynamics tools
Microsoft Stakeholder and Communications and Engagement Analytics tools that are optional and
complementary and can work alongside the EY Change Insights solution are currently under development.
They are focused on tracking the impact and effectiveness of Stakeholder Management and Comms.
execution activities.
Communications Analytics tool Stakeholder Management tool
Provides analytics on Communications and Engagement Supports Stakeholder Management and provides analytics and
► Volume reporting on levels of support and areas for attention
► Effectiveness
► Impact
► Reporting

Bonfyre
Digital collaboration and engagement
We are already using the Bonfyre mobile-first workplace culture platform on engagements in the USA and
EMEIA, and have developed sales and mobilization toolkits that provide guidance to teams on how to sell
and deliver with a Bonfyre-enabled Change Experience.
Example functionality
Recognition Broadcasts Surveys and polls Gamification Dashboards and analytics

Top-down Targeted Polling and For
and peer to group audience response development
peer messaging and participation

Change Experience for Agile Transformations
Page 233
The case for Agile
Agile principles help people think collaboratively and respond iteratively to changing demands.
Organizations are facing the following challenges:

► More digital disruption and increased digital capability
►
►
Need to rapidly innovate or differentiate services
Change is continual, harder to control and plan for 37% of development teams are
beginning to operate in Agile
Why Agile has grown in popularity …

► Increased speed and flexibility, and reduced time to market to
respond to customer needs
► High failure rate of large-scale Waterfall programs
► Potential for tight collaboration between business and development
► Mid-course correction of issues
► Continuous feedback loop between business, developers, testers
and end users
► Builds confidence in delivery by helping envisage end product and
delivering incremental business value
► Agile Principles help people think collaboratively and respond
iteratively to changing demands

Purpose for becoming agile…
agile vs. Agile
At its core, Agile represents a dynamic shift in mind-set, values, principles, practices and tools, requiring a responsive,
data-driven change management approach to fully realize the value of organizational agile practices.
agile Agile Agile can be applied in a number of different ways in an

Lower case “a” agile is an Upper case “A” Agile is an organization
embedded trait or attribute iterative approach to product
characterized by durability, development with articulated
resilience, speed, flexibly, principles, values, methods,
attunement and preparedness. roles, processes and tools.
It is a core competency and Customer Journey Technology development
source of competitive Understanding current consumer Determining new operating model for
touchpoints and finding opportune technology and development to mature
advantage. moments that matter to engage them the delivery of releases through scrum
more effectively methods
Agile Service design

Improving interactions between service
providers and customers by identifying
Product based the optimal interaction points and
Finding potential pain points in the determining the experience, people,
current process to create functions and process and technology to support it
features to address (regardless of channel)

The Agile Change Experience
Approach
Introducing our new global Change Experience approach
1. Why
An agile, user-centric and Gather understanding of org. and 5. Align the organization
insights-led approach workforce for building compelling Design the future organization
purpose and custom case for Agile and ways of working
designed to help the 2. Understand
organization adapt to and needs
Assess org. and 6. Prepare the
navigate through workforce organization
complex, continuous readiness, change Get the business
orientation, change
transformation. resistance and
ready for agile with
awareness and
natural org. engagement
The approach utilizes networks
human experience and Understand Execute
iterative design to help
organizations adapt to 7. Build the
and navigate through 3. Understand the capability
change Training and
complex, continuous Develop a deep Knowledge Transfer
transformation, understanding of the to lift capability and
supporting agile mind- implications of your drive self-sufficiency
agile evolution through iterative
sets and practices across 4. Co-create the ruture 8. Execute and sustain the change
building pilot journeys
the enterprise. Co-design the future ways of Implement new ways of working, measure
working and experience success and track benefit realization

Key differences between Agile and Waterfall approaches to
change
Waterfall is a predictive model with complete and detailed requirements that are executed across defined stages.
Waterfall Analysis/requirements Design Build Test Deploy
Agile is an adaptive model that begins with high-level requirements and leverages shorter, iterative cycles to produce a
workable product. With each iteration, there are underlying activities of gap analysis, updated design and feedback from
the end user.
Agile enables the business to flexibly evolve their vision and work closely with technology to quickly meet the needs of
their customers.
Plan and analyze Plan and analyze Plan and analyze

Agile
Deploy Design Deploy Design Deploy Design
Test Test Test

Build Build Build
Release n Release n+1 Release n+2

Agile vs. Waterfall
An analogy
Requirements Sprint 1 Sprint 2 Sprint 3 Sprint 4
Waterfall
Design
Build
Agile
Test/deploy
Documents
?
More
documents Unverified
product Functional Functional Functional
Functional product product product product
Upfront requirements definition Evolving requirements

“This app must be able to measure heart rate, steps, sleep, blood pressure.” “I want an app but I don’t have to decide all the functionality. Let’s start with the minimum
viable product of measuring heart rate and see what that looks like before adding on additional
features.”
Plan driven Feedback-driven
“I have a deadline for our launch so we’re backing up all of our activities according to the “My users in the support forum are constantly reporting bugs and recommending features that
launch date." they want to see (sleep matters more to them than blood pressure) and I’m realigning my
backlog prioritization to meet those needs.”
Typically “big bang” releases (6 to 12 months) Short releases (2 to 4 months)
“My customers receive updates every half year or so, with major revisions to the software.” “My customers are receiving updates and the latest builds on an on-going basis and they will
see continuous improvement.”
Less frequent executive/client communication Continuous executive/client communication
“My executives want weekly reports, let me know when I can see something.” “My executives are present at my weekly product demonstrations and are well aware of my
progress.”
Development with separate groups Development in cross-functional teams
“I have separate teams working in their respective functional teams.” “Each of our teams has a product owner, architect, front-end coder and back-end coder.”
End-to-end testing occurs at the end Integration testing occurs through the iteration
“We’ll have a dedicated testing phase before we launch the health app.” “We’ll do unit testing, integration testing and regression testing throughout.”

The difference in implementation approach between Agile
and Waterfall
Executing change in an Agile environment is like smaller successive Waterfall deployments. The same activities are largely undertaken for
both types of implementation, however the Execute phase of Agile you will typically have both:
► Agile Sprint Teams containing change experts, e.g., capturing evolving change impacts, engagement around Agile capability drops
► More traditional change workstreams and teams working to align, engage and prepare the organization and build capability
Agile Team activities Change objectives

► Sprint planning ► Play an active role in team
► Daily stand-up ► Manage development and change
timings
► Product demos
► Prepare to deliver change in Agile
► Retrospectives
Understand the change and align the organization

• Design the future organization and ways of working
Engage and prepare the organization

► Get the business ready for Agile with awareness and
engagement
► Plan and prepare for constant deployments
Build the capability

► Training and Knowledge Transfer to lift capability and drive
self-sufficiency through iterative building pilot journeys

Defining the Change Team interactions
Example of the types of focus for teams working in an Agile deployment approach
Agile Team activities
► Change Impacts: Refinement as details become known (building on detailed
Change Impacts), requiring close collaboration with business/technology
► Regular Comms.: To impacted audiences related to delivery of Agile
capabilities
Understand the change and align the organization Design the future organization and ways of
working
► Detailed Change Impacts: Development of a comprehensive picture of major stakeholder
impacts and areas of resistance
► Standard operating procedures: Integration into the operational policies and procedures
► Communities of Practice: Building up super users to serve as long-term sustainable change
Agile agents
► Feedback and improvement: Continual evaluation and input into next iteration of design
Team ► Evaluating KPIs and measures of success
Engage and prepare the organization Get the business ready for Agile with awareness, engagement and
“Inside the circle” readiness activities
► High-level Stakeholder and Impact Assessment: Identification of the required business engagement
and business readiness needs to based on the number and types of impacts and stakeholder groups
(scope, who are the key focus groups)
► Communications and Engagement: To impacted stakeholders — from Executives to frontline
customer-facing employees
The organization
► Change Network: Creation of a group of employees at various levels who provide advice, activities,
two-way communication and support to increase likelihood of success
► Readiness: Understanding the impacts of the change and putting in place the right governance,
“Outside the circle” measurement, support and tracking to prepare the organization for the change and provide clear
progress visibility
Build the capability Training and Knowledge Transfer to lift capability and drive self-sufficiency through
iterative building pilot journeys
► Training and support: Enablement of individuals affected by the change through training and support, so
they become capable in the new ways of working and any new skills required
► Knowledge Transfer: Establishment of a regular cadence to share information with key stakeholders as
part of a Transition Plan

Change activities in Waterfall vs. Agile development
Executing change in an Agile environment is like smaller successive Waterfall deployments
Waterfall Align Prepare Build Agile

Key Differences
Design and build are iterative:

Design comes before build:
► High-level design needed before build begins but detailed decisions can be made during build
► The end solution has been clearly defined prior to build, with minimal
process
subsequent changes
► Multiple iterations or “sprints” are completed to build, revise and finalize different parts of the
► Build does not start until there is a clear, detailed design in place
solution
► Understanding and alignment activities ► Understanding and alignment activities

► Change Impacts can be identified to a granular level during design ► Change Impacts can only be identified at a high level during design but will need refinement
as details become known, requiring close collaboration with business/technology
► Broader alignment activities take place earlier in the project and can be
locked down early in the program ► Change planning accounts for Customer Engagement during development, frequent feature
Change Implications
releases and embedding continuous improvement. Planning is more iterative and plans
► Launch is scheduled for the end of the build, and the Change become “living” documents
Management approach is a sequence of activities
► The initial launch comes quickly and to a small group. It provides relatively little benefit but is
► Preparing the organization iterated rapidly. The Change Management approach becomes a longer continuous
► Engagement and Communications activities may focus on schedule engagement and focuses on helping to prioritize the future roadmap
► Building the capability ► Preparing the organization
► Training development timeline is comparatively longer as design is ► Engagement and Communications activities must be flexible enough to handle the
stabilized earlier in development constantly changing design and resequencing of priorities
► Comms. focuses more on features and less on timelines. It takes into account the Delivery
Teams’ engagement with customers
► Building the capability
► Training happens as features are released and not just at the end of delivery

Example of best practice
Sample Agile Deployment Roadmap
Program Organizational assessment
Release 1 Release N+1 Release N+2
phase and alignment
Requirements Analysis Design Build Test Deploy Requirements Analysis Design Build Test Deploy
Agile Team change Requirements Analysis Design Build Test Deploy Requirements Analysis Design Build Test Deploy
“Inside the circle”

Agile Change Develop Change Plan Plan Plan
Strategy Plan refinement refinement refinement
Stakeholder Stakeholder Stakeholder Change Stakeholder Changes Stakeholder Change

Analysis Engagement update readout update readout update readout
Agile The
Teams organization Establish TNA Develop training Refresh TNA Develop training Refresh TNA Develop training Refresh TNA Develop training
Alignment
Conduct training Conduct training Conduct training
Engagement
The organization Readiness Training evaluation Training evaluation Training evaluation
Measurement
Adoption Business Readiness checkpoint Business Readiness checkpoint Business Readiness checkpoint
Assess Refresh Change Refresh Change Refresh Change

Change Impacts Impact Assessment Impact Assessment Impact Assessment
Org. change
“Outside the circle” Agile Teams Release Release
Sprint impacts announcement
Release
Daily stand-up announcement announcement
Delivery and Develop Comms. execution Develop Comms. execution Develop Comms. execution Develop Comms. execution
Comms. Comms. Plan and refinement Comms. Plan and refinement Comms. Plan and refinement Comms. Plan and refinement
Retrospectives

Key success factors
How to successfully deliver change in Agile methodology
Integrating change in to Agile Teams — key “get rights”:
Embed business change staff within Agile

1 Delivery Teams Collaboration
► All members of the Agile Team understand their responsibilities and ensure they
deliver
Add business change goals and milestones to ► Stakeholders around the organization collaborate with the Product Owner as the
2
product roadmaps interface to the Project Team
► The scrum master collaborates with both the Product Owner and the Delivery Team
to ensure smooth running of each iteration
3 Add change items to the backlog and contribute
to grooming ► Effective change management enhances solution design by facilitating effective
collaboration between scrums and the customers
4
Add to team wall or maintain a visible “change
wall” in team area Constant focus on business value
► Delivering a solution that truly meets the needs of the organization
Add change criteria to definition of ready and ► Business outcomes reassessed on an on-going basis
5 definition of done to ensure items are user ready, ► Feedback from the customers obtained through review with business users at the
e.g., feature narrative for communications end of each iteration
Attend and contribute to team ceremonies and

6 co-locate where possible
Understand the role of the scrum, be effective at

7 identifying the achievable scope for each sprint,
and iterate to maximize effectiveness of each
release

Change Experience Selected credentials
Page 244
Change Experience component: Change
Management Office (CMO)
Change Experience component: Change Management Office
Case study: Medivation
The challenge EY’s solution The benefit
► The client experienced exponential growth since FDA ► Integrate an enterprise-wide organizational Change Management Group (CMO) to manage all
approval of a new molecule for commercial production. To in-flight and future change programs. Establish capabilities of Stakeholder Engagement and
address increased demand for services and a need to Communications, Training, Organization Alignment and Change Management and reporting.
strengthen enterprise infrastructure, IT embarked on 13 Build internal change capability with Medivation employees through agile change execution
distinct programs with a goal of transforming IT to meet the teams.
needs of the growing business.
Reduced employee Enabled scalable growth Integrated change
fatigue capability
► To achieve the corporate vision, significant change was ► Enterprise organization change management (CMO) integration
going to become the norm as a result of organic and ► Priority program focus:
inorganic growth. ► The EY Team was an integral part of the success. Specific
► Identified programs with the largest scale and criticality of impact accomplishments include:
► Significant confusion existed in the employee population
► Integrated a change management culture to minimize employee
as a result of various communications about different in- ► Mobilized initial Change Management Framework to drive cross-functional and leadership
alignment fatigue and improve program results
flight projects affecting the same user populations.
► Elevated talent competency on change management to reduce
► There was limited visibility at the enterprise leadership ► Mobilise CMO cross-program: integration costs
level on the holistic change milestones coming to the Integrate in-flight programs to CMO methods and framework based on priority
► ► Delivered change management tools:
employees and the organization.
► Utilize COE by change competency to maximise change effort efficiency ► CMO Strategy, including assessment criteria to determine level of
► There was increased impact on running the business by change management required by project
varied training methods and pulling people from desks to ► CMO toolkit, including methods, templates and approaches to
complete traditional in-classroom training. enable new internal change practitioners with a standard process to
execute Change Management Programs
Subject-matter resources/those involved in this case study: Tim Garippa Tim.Garippa@ey.com.

Case study: Fidelity Investments
► Fidelity, one of the largest mutual fund and financial ► The EY Team recommended that Fidelity implement a Change Management Integration
organizations in the world, is engaged in several programs Office (CMIO), which would facilitate a strong governance focus on:
as part of their Finance Transformation. EY is helping the ► Change Management to ensure improved sponsorship and adoption of varied Finance IT
client with a few of these projects, including their future initiatives
state finance organization.
► Program and portfolio integration to ensure better risk and dependency management and
► Fidelity currently does not have an integrated view of all Increased Aligned business Central governance
improved delivery
programs impacting their finance organization. understanding of outcomes to anticipated for decision making
► Data governance to ensure that data is managed as an asset and that the right areas are change, including risks benefits of change across all change
► In 2012, despite an annual $65MN spend on its Finance IT focused on and impacts projects
architecture, Fidelity Investments was experiencing limited
ability to realize the full value of that investment. Their ► EY was initially tasked with: ► Increased visibility of critical milestones, change impact and readiness,
architecture was characterized by many challenges, which risks, and deliverables for all Finance-related programs
included: ► Completing the assessment and design for a CMIO for Fidelity’s Finance organization ► By expanding our footprint at Fidelity, EY is demonstrating our
► Highly customized systems incapable of adapting to ► Developing a Finance IT CMIO Roadmap for transitioning from the current state to the program management, people and organizational change
global need/regulatory requirements future state management and data governance capabilities for a major FSO client.
The integration of these three disciplines differentiates us in the
► Inconsistent sources and definitions of data ► Validating the case for change and monitoring business benefits in order to achieve
market and demonstrates EY's innovation in solution/service
investment value
► Significant manual efforts for all financial processes development in serving our clients.
► Aligning Finance IT stakeholders and sponsors on the vision and criticality of their visible
► Outdated reporting tools — and a one-day lag in support for the initiatives and the business outcomes to achieve the benefits anticipated
availability of data
► After EY completed a rapid assessment of their integrated program management, people and
► EY recognized the opportunity to help the client reduce organizational change management, and data governance capabilities for Fidelity, the client
risk, establish an enterprise governance model and awarded EY with designing and implementing the CMIO, which creates the governance and
increase visibility across all Fidelity Programs through the operational framework for these capabilities, including definition of the roles, responsibilities,
development of an integrated Finance Program Office. change impact and readiness. Tasks included designing:
► Central governance model to enable strategic and timely decision making across projects
and programs
► Data-related rules and policies and supervising their implementation at an enterprise level
► Standard change management processes
Subject-matter resources/those involved in this case study: Trevellyan G Collier tcollier@uk.ey.com.

Case study: Network Rail
Offering Rail Better Information Systems (ORBIS)
This was a £330m, seven-year Change Program with a Delivery Set-up a CMO which developed a clear change framework and roadmap, outlining
Team of 300 and a direct impact on more than 15,000 staff. An what the change approach and journey would be. The CMO further facilitated the
integrated approach to change management was not in place introduction of Business Readiness Implementation Groups (BRIGs) that aligned key
and internal customers were experiencing a disjointed, stakeholders across all the eight different areas and regions.
misaligned engagement approach.
People centered Scalable Digital tools
► Project delivery and change was autonomous, with up to ► EYs initiation of BRIGs was recognized by the client as the most integral part of helping the ► The new change framework was aligned to the client’s purpose, vision
eight different areas across four regions working client take ownership for the business change and adoption of the new solution. and strategy.
autonomously, competing with each other for air time, ► Change was delivered at a local level as EY worked with this client to develop and embed ► The CMO facilitated a high rate of business adoption of the new
business engagement and resource. Change Management capability within the business. Change Managers were trained at a solution — 800 people across the client’s maintenance and asset
► Given the autonomous approach to delivering this program, local level and empowered to facilitate and embed the change, facilitating organization buy-in management businesses are now using the program's decision
the project delivery teams were working significantly and support. support tool rather than manually reading paper traces, realizing more
differently with regards to how internal customers were ► Change was delivered consistently — EY set up a hub and spoke structure for delivering the than £100m in benefits over five years.
engaged and communicated to. change. By placing a Head of Business Change (EY resource) in the hub, a consistent ► Significant change capability was built within the internal Change
► Investment was required to build up the Change approach to delivering change was put in place. The EY Change Lead further ensured that an Teams.
Management capability within this business in order to meet integrated approach to change was delivered, as visibility for all Change Programs with their ► The CMO facilitated having visibility across the entire program —
the requirements of the program. respective timeframes and integration points was put in place. teams no longer worked autonomously, instead they followed an
► Change was delivered at all levels –— below the BRIGs, working groups were established to integrated change approach. This facilitated visibility across all change
track the progress of tactical activity both before and after the implementation of new programs, further highlighting key integration points and
capability. interdependencies.
Subject-matter resources/those involved in this case study: Aditi Kejriwal Aditi.Kejriwal@uk.ey.com.

Case study: Energy Queensland (EQL)
Change Management Framework to support capability development and consistent delivery.
EQL needed a fit-for-purpose Change Management Framework EY worked with the client to develop a contemporary approach to change
and toolkit to build their change capability, provide a management. The aim was to be people centric, encourage both leaders and
standardized approach and improve employee experience of employees to own and lead change, and improve employee experience of change.
change.
Contemporary Scalable framework Simple and practical

approach to and business case toolkit
change
management
Following the establishment of EQL, the client faced EY developed a new enterprise Change Management Framework and toolkit by undertaking the ► Conducted extensive workshops and interviews to source feedback to inform
challenges to change management, some of which included: following activities: the development of the new change framework and toolkit
► Inconsistent employee experience to change ► Assessed the client’s change readiness and developed a Change Capability Maturity ► Developed a change framework that is scalable across large
► Multiple approaches to change Assessment Framework through desktop analysis, stakeholder interviews and workshops Transformational Change Programs and everyday business improvements
held across the business Provided a Change Capability Maturity model that can be applied at the
► Consistent low scoring in engagement surveys around ►
effectiveness of change management ► Engaged with the client’s Change Team, Executive Leadership Team and Transformation organization level or be used to assess change readiness for a particular
stakeholders to develop the Change Management Framework, outline change roles and change initiative or program
► High cost and low return on investment in implementing
responsibilities and define methods to measure benefits of change initiatives Provided tools, resources and templates that are simple, practical and user
change programs ►
► Worked with stakeholders to develop the business case — the aim was to gain Leadership friendly
► High reliance upon Change Team for a broad range of
activities (not just change related) Team support and commitment to champion the recommended change methodology ► Developed a Change Capability Roadmap to accelerate adoption of the new
► Worked with the client to develop the change toolkit to build tools and resources that are best ways of working
► Requirement of clarity around the roles of Change Leaders
practice, practical, customer centric and can be adapted for large and small–scale change Aligned the new change framework to the client’s purpose, vision and
and Change Specialists ►
initiatives strategy
Subject-matter resources/those involved in this case study: Leischen Grant.

Case study: Dubai Airports
As part of its continued growth, Dubai Airports (DA) had EY conducted an initial diagnostic in 2014 to determine DA’s current maturity and capability in
launched several ambitious programs all at once, each delivering the area of change management. The diagnostic results informed the need to establish a
multiple benefits to DA’s internal and external stakeholders. DA dedicated Change Management practice within DA, equipped with a robust Change
had a history of failed change programs because impacts and Management methodology and toolkit.
benefits were not understood from an employee perspective. To ensure the effective application of this method and to standardize, regularize and report on
corporate change maturity, EY established DA’s Corporate Change Enablement function. Purpose driven Building capability Consistent and
approach to change across the rigorous application
management organization of processes
► Inconsistent employee experience to change The delivery approach involved: ► Leadership understanding change from an employee perspective
► Consistent low scoring in engagement surveys around ► Development of the only Change Management methodology for the worlds largest airport: ► Change programs working more closely together to understand how
effectiveness of change management Through a consultative process, developed a Change Management method and toolkit, with they can be better sequenced and delivered to minimize disruption to
► Little or no specialized change capability the method applied and executed on some of the largest programs in DA, leading to operational activities while maximizing benefit
enhanced passenger experience Through rigorous tracking and monitoring of program-led change
► Ad-hoc application of change tools, processes and methods ►
► Development of a Change Management Roll-out Plan: Defined a 12-month Communication activities, EY was able to provide corporate-wide indicators and
► High cost and low benefits realization in implementing
Plan to roll out, maintain and enhance the Change Management discipline and method measures on how effectively DA as an organization got the business
Change Programs
across the DA engaged, ready and capable to adapt new ways of working
► Programs not sequenced effectively, with too much delivery
► Operation of the Corporate Change function as an EY secondment: ► Assessed the need for change in new approved programs/projects
focused on certain business areas, leading to change
fatigue ► Established the need to set up a permanent Corporate Change Enablement function to and helped structure the change scope for these by working closely
oversee the change discipline across all programs with the Investment Management Teams
► Lack of business engagement and readiness directly linking
► Monitored the corporate change environment from an engagement and readiness ► Providing program and change managers a regular platform to engage
to passenger experience, causing increased inherent risk
perspective and discuss common issues and challenges in the people
for Dubai Airports
engagement and readiness space
► Partnered with L&D to train and develop future Change Managers and Change Leaders
► All the corresponding change components are structured and aligned:
► Established a platform for common understanding on change risks and issues across the
HR, Corp Comms., Change Enablement and Change Managers, with
airport
the ways of working between each defined to ensure synergies and
minimal duplication
Subject-matter resources/those involved in this case study: Raza Farooq Raza.Farooq@au.ey.com.

Case study: Ausgrid
Transformation Office
EY was engaged in December 2017 to support Ausgrid in EY completed an Options Analysis and recommended a future state operating model as well as
evolving the Transformation Office (TO) from its current state implemented a refreshed Transformation Program governance structure.
into a center of excellence with the right capability and ability Further, EY developed the Project and Change Delivery (PCD) Framework with templates and
to support the business to successfully execute the how-to guides.
Transformation. Challenges within the Transformation Office
needed addressing to effectively manage the scale and Consistent PCD Capability uplift Macro view of change
complexity of transformational change in FY19 and beyond. toolset impact
► Organic growth and co-delivery: The TO rapidly grew The delivery approach involved: ► Consistent toolset for project and change delivery, through the PCD
organically, setting up siloed processes while co-delivering ► Outlined the required capabilities for the future TO Operating Model and worked with the TO Framework, to enable the organization to deliver Transformation
the Transformation with the business. Leadership Team to build those capabilities, implemented in phases ► Organizational capability uplift through PCD training programs to
► Ineffective governance structure: The Transformation ► Developed Project and Change Delivery (PCD) Framework, including templates and guides, empower the business to deliver and take accountability of outcomes
governance structure and processes were ineffective and as part of a consistent toolset for project and change delivery ► Organization-wide, consolidated macro view of change through the
reporting of Transformation initiatives was sporadic and of organizational impact assessment to enable leaders to make better-
► Developed a detailed approach for the roll-out of the PCD Framework across Ausgrid, helping
mixed quality. informed decisions about their business, based on a holistic view of all
the organization understand when and how to use the framework for in-flight and future
► Inconsistent change management: Change management Transformation projects and business initiatives FY19 change
across the business was inconsistent, with various pockets ► Designed and created the Business Change Network to support
► Built an Organizational Impact Assessment (OIA), leveraging outputs from the framework, to
of the organization managing change autonomosly (if at all). organizational business readiness
capture the scale, complexity and impacts of change across Ausgrid at a macro level
► Immature project and change capability: Ausgrid did not ► Built the foundations to enable a culture which embraces change
► Developed the Business Change Network toolkit based on the PCD Framework tools to
have a mature project and change capability and the TO through focused forums, reporting, tools and conversation — ensuring
ensure business units were ready, willing and able to adopt change
was heavily relied upon to backfill capability gaps across the balance across people, process and technology
business. ► Conducted a health check of priority projects by benefit and developed Execution Readiness
Action Plans to address weak spots and problem areas ► Governance structure to support effective decision making on
Transformation initiatives, driving focus at the appropriate level for
► Provided visibility, transparency and alignment across all business-led initiatives across
timely action on risks and issues
Ausgrid to maximize the strategic value of all projects
► Project and Change Delivery Framework to support an enhanced
capability to deliver Transformation Projects
Subject-matter resources/those involved in this case study: Julie Searle julie.searle@au.ey.com.

Change Experience component: Business
Readiness
Change Experience component: Business Readiness
Case study: Greater Manchester Police (UK)
Business Readiness governance
► Greater Manchester Police (GMP) required a structured ► Developing business readiness trackers and go/no-go criteria
process to manage, co-ordinate and govern the activity ► Creating a sense of ownership
required to get 6,000 officers ready for new mobile ► Establishing a regular drum beat of meetings to monitor readiness
technology and ways of working.
12 successful More than 1m mobile 6,000 officers now

go-live decision transactions in first 12 mobile across Greater
points months Manchester
► GMP is the third largest police force in the UK, serving Development of business readiness trackers and go/no-go criteria ► Successfully managed the roll-out of 10,000 mobile devices and ways
approximately 2.5m people. ► Developed a robust and comprehensive tracker that incorporated all of the activity the of working to more than 6,000 officers in less than 12 months
► In response to the changing nature of policing, GMP set business had to complete in order to be ready to go-live ► As a result, multi-skilled officers now have access to the tools and
out a clear vision to completely transform operational ► Identified the go/no-go criteria in collaboration with the business, which was used to make information they need to make informed decisions and solve problems
policing in Manchester, enabled by technology. the final go/no-go decision in their community and away from the station, driving a culture of
► This included the requirement to roll out mobile Creating a sense of ownership independent decision making, problem solving, risk management and
technology and ways of working to 6,000 officers so they responsibility
► Established the groups that were responsible for implementing and reporting progress
could perform their duties out in the community rather In the first 12 months of the mobile deployment, more than 1 million
against the local Business Readiness activity ►
than having to come back to the station. transactions took place, with 91% of transactions conducted outside of
► Launched the readiness management activity with these groups via an interactive and
► EY worked with GMP to manage this deployment. engaging event to land the size and scale of the change, introduce the readiness process stations
► GMP required a structured process to manage, co- and establish a sense of ownership ► This has enabled thousands of hours to be freed up, enabling more
ordinate and govern the activity required to get the time to be spent working with communities
Establishing a regular drum beat of meetings to monitor readiness
organization ready for major people, process and
► Conducted regular meetings with the groups to track progress of Business Readiness activity ► The Business Readiness process established for this project was so
technology–related change.
and discuss areas behind schedule well received it is now being used by other areas of the organization
► Reported Business Readiness status to Senior Leadership, with a view to using this
information to making ultimate go/no-go decision
Subject-matter resources/those involved in this case study: Rachel Holmes, Chris Rice, Zoe Stanyon.

Change Experience component: Business Readiness
Case study: WEC Energy Group (America)
Business Readiness Validation
WEC Energy embarked upon a multi-year multi-operating Deployment of EY’s quantitative and robust Business Readiness Validation (BRV) and
company deployment of advanced metering infrastructure governance model to bring transparency and support broad assurance cross-functionally
(AMI) and full network model build-out, which required co- regarding each independent business area’s readiness to adopt the new AMI solution and deliver
ordination and alignment of multiple business areas, external business results with new processes and technology. The was achieved through the following
contractors and customers. WEC engaged EY to drive the three stages:
PMO, OCM/BR and test management functions to support the
800 employees 1.2M AMI meters Institutionalized BRV
AMI deployment.
engaged in BRV deployed as WEC’s readiness
process successfully process
► The aim was to equip and facilitate direct insight from the 1. Co-development of business readiness criteria ► WEC was successfully able to deploy a complete network build-out
business on its readiness to deploy process and ► Created business readiness criteria in conjunction with the business to build support and with AMI meters at all residential, commercial and industrial customer
technology changes to impacted organizations and people ownership of requirements for sign-off premises within the scope of the program
through a set of agreed criteria that will serve as evidence ► Incorporated technical and business readiness criteria to encompass an inclusive set of ► Broader cross-functional performance metrics were established and
to proceed with go-live. components to enhance the readiness confidence endured beyond the program to enable shared accountability and
► As the AMI deployment plan would enable the business to 2. Cadenced checkpoints shared success/results between the Field Operations, Customer
receive real-time data and interact with customer meter Operations and Electric Operations Control Center Teams
► Facilitated, cadenced reviews of criteria with Functional Readiness Leads eight weeks or
sets in real time, it would have an impact on the external Business Readiness Validation (BRV) became an adopted standard
more prior to go-live to track progress against completing criteria ►
customer base as the way their utility engaged with their for WEC as they moved forward to deploy additional AMI network
energy usage would be changing. This required a focused ► Identified off-track criteria and creating mitigating actions, with due dates assigned to
functional readiness leads, to progress business readiness criteria build-out in their next planned operating company
Customer Readiness Campaign that would support
awareness and understanding of the AMI impacts as well 3. Business Readiness governance sign-off ► Trust was built between EY and WEC Program Director, based on our
as prepare the frontline employees to educate customers quantitative and robust Business Readiness approach which lead to
► Provided regular scorecards tracking business readiness progress to Business Leadership
to mitigate any confusion or fear. additional scope, such as managing user acceptance testing and
for review and confirmation, highlighting areas behind schedule, with mitigating actions to get
controlling the enterprise PMO across the multi-operating company
back on track
AMI Deployment Program
► Incorporated Business Readiness sign-off as part of the go/no-go approval process to
proceed with go-live, including risks and open issues
Subject-matter resources/those involved in this case study: Carson Custer, Haley Ryan, Haley Reddington, Frank Bruni.

Change Experience component: Benefits
Case study: Network Rail ORBIS Program
► Offering Rail Better Information We took a four-stage approach to delivering the value:
Services (ORBIS) is a seven-year, ► Step 1: Start with a common definition, agreed to and owned by the business
£330m Transformation Program ► Step 2: Develop “who does what” and detailed Benefits Realization Plans
delivering digital capabilities to bring
about significant, sustainable ► Step 3: Develop visualization dashboards Change
Clearly defined Effective tracking
improvements in safety and ► Step 4: Embed and sustain benefit management
of realization
performance across the UK rail outcomes interventions
network, while delivering financial targeted
benefits to support the investment.
► To justify the continuation of the Step 1: Start with a common definition, agreed to and owned Step 2: Develop “who does what” and detailed Benefits The program revolutionized the way that change
program, EY was tasked with working by the business Realization Plans management was delivered in Network Rail, with the
with Leadership in each of the ► Business ownership of benefits ► Agree program and focus on benefits and business accountability seen
business directorates to add benefits realization is key — start with a business accountabilities as a big factor. The office of Rail Regulation in the
into their business plans for the next clear, formal agreement of the ► Develop and agree benefits UK commended the program for the design and
control period. traceability of benefits from realization plans implementation of this methodology.
capabilities → change
► We then needed a way of measuring management → benefits In a large global organization,
this exercise needs to be In total, £287m has been formally committed to by
the continued success of the program realization, etc.
in achieving these benefits. repeated for each entity the business and £216m of direct financial benefits
► Secure sign-off from the Benefits accountable for benefits
Owner on the charter, agreeing realized.
realization.
benefit values
Step 4: Embed and sustain Step 3: Develop visualization dashboards

► Incorporate into the Route Team ► Develop visualization
meetings and Network Ops. dashboards, agreeing key
monthly meetings benefits, metrics to
► Align local and program measure and approach to
governance to enable weave this fully into BAU
transparency in tracking governance
► Enhanced role of the Change ► This was an iterative
Management Office in the routes process until all parts of
to become the conscience for the business sign-up to
tracking and realizing benefits making this happen
Subject-matter resources/those involved in this case study: Marcus Haddrell, Nadia Meer, Asmita Verma Rajendren.

Case study: EY’s own Change Program
► A significant global Transformation We took a four-stage approach to delivering the value:
Program to deploy a single-instance ► Step 1: Review and refine vision, purpose and case for change
SAP template, covering CRM, ► Step 2: Identify and agree value opportunities
financial, commercial, operational and
procurement processes. ► Step 3: Develop Benefits Logic Map Change
► Step 4: Develop method for tracking and measuring benefits benefit management
► Scope covered 150+ countries, of realization
impacting all of its 230,000+ outcomes interventions
workforce. targeted
Given the significant cost and wide Step 1: Review and refine vision, purpose and case for This program is in-flight but the approach has given
► Step 2: Identify and agree value opportunities
stakeholder base of the program, the change greater ability to make deployment decisions and
need for detail on what the program ► Strong alignment of the value ► Identify key value enhanced communications.
would deliver was essential. framework to organizational opportunities across each
purpose and priorities is key end-to-end process, The approach developed within the UKI region was
► Equally important is the ability to aligned to the purpose and commended by the General Executive and adopted
translate this into a compelling case for change across the board.
value narrative ► Agreeing upfront the level of
detail, focus on hard and/or
soft, level of precision
needed for measurement,
etc. is critical
Step 4: Develop method for tracking and measuring benefits Step 3: Develop Benefits Logic Map
► Develop approach to measuring ► Developing the Logic Map

the value opportunity that provides traceability of
► Assess current performance the value opportunity to
► Agree benefit potential/target system enablers:
with identified Benefit Owner(s) ► Value opportunity →
► Develop benefit profile, ► How will it be realized →

projecting benefit potential ► Behavioral change
across an agreed timeframe enabler →
► System enabler
Subject-matter eesources/those involved in this case study: Andrew Leach, Aditi Kejriwal.

Case study: Tate and Lyle
► An enterprise benefits case was We took a four-stage approach to delivering the value:
developed for a major system ► Step 1: Bottom-up business case development
implementation which included all ► Step 2: Benefits Workshops
group operations. During
implementation, a more detailed ► Step 3: Define responsibilities Change
business case and benefits ► Step 4: Track against Benefit Charters benefit management
of realization
management approach was needed outcomes interventions
for the second release of the system. targeted
A bottom-up assessment of benefits The ExCo created the environment in which P&L
► Step 1: Bottom-up business case development Step 2: Benefits Workshops
was required, with engagement of Owners were willing to put “more money on the
business stakeholders. ► A bottom-up business case was ► Benefits Workshops were table”.
developed through three conducted in parallel to
workshops to build business Requirements Workshops A clear link was made between the benefits drivers
ownership to the numbers and to ensure new requirements and high-level requirements, allowing for
commitment to the could be fed in where prioritization of scope, with case for additional
Transformation needed to unlock larger investment in “should” and “could” have
► Equal importance was attached benefits
to the ability to translate this into ► After these, delivery of the requirements to be clearly considered.
a compelling value narrative Transformation and benefits
was owned in the business The enterprise benefits case exceeded the original
top-down case by $41m base and an additional
$21m stretch.
Step 4: Track against benefits charters Step 3: Define responsibilities
► Each Business Transformation ► Roles and responsibilities

initiative was developed into a were defined to ensure
charter, with additional funding clear ownership of benefits
available centrally to accelerate by P&L owner, supported
the benefit or deliver a large by deep functional experts
benefit value (internally and externally)
► To understand the solution — ► These roles were filled by
significant effort was made to a complex network of 60+
ensure Business Leadership stakeholders
could understand benefits
Subject-matter resources/those involved in this case study: David Mitchell.

Case study: Open University
► The Open University needed to respond to changes in the ► EY conducted a change portfolio prioritization exercise to streamline the projects and also
market (increasing competition, decreasing revenue from realign based on benefits.
student numbers and an increasing cost base).
► A Transformation Program was launched as a vehicle to
deliver the university’s Students First Strategy, which
amalgamated Change Programs taking place across the Senior Leadership Clear pathway to Prioritization of
organization. aligned on benefits achieve savings savings initiatives
► The client communicated to their regulator, HEFCE, that a case
2% operating surplus (closing an annual deficit of £30m)
would be reached by 2019–20, based on a high-level ► Senior Leadership were provided with an accurate representation of
quantification of the benefits of the savings initiatives (to the total benefits of the change portfolio and timeline, which was
save £106m in annual operating costs within seven years). shorter than original estimates
► Necessary decisions were made on prioritization of savings initiatives
in order to remain financially stable
► Employees and Leadership across the Transformation ► Conducted interviews with workstream Leads and Program Managers to assess benefit ► Prioritization exercise aligned Transformation back to strategic
Program did not have faith that the quantified benefits maturity and reviewed existing list of benefits objectives and provided a clear pathway to achieve the savings target
were accurate. ► Validated findings with workstream Leads and sponsors following analysis of cost to
► With the over-estimation, senior sponsors were not implement and implementation plan
prepared to make necessary decisions on implementing
critical initiatives in order to meet savings targets to remain ► Identified new unquantified opportunities across the organization
financially sustainable. ► Assessed achievability of benefits to arrange against expected value
► The program did not have oversight of duplicated benefits ► Held client workshops with senior sponsors of the Transformation to prioritize initiatives and
and a full understanding of costs to implement and an accelerate those that could realize benefits early
implementation plan of the benefits.
► Mapped dependencies to illustrate critical path required in order to realize benefits
► EY were engaged to review existing portfolio of initiatives
and suggest further opportunities to reach the 2019–20
target.
Subject-matter resources/those involved in this case study: Kate Skinstad Kate.Skinstad@uk.ey.com.

Change Experience component: Learning
Case study: Standard Bank Group
► Digital advances in production and communication such as ► EY developed a fully customized Future Skills Program for Standard Bank which focused on
robotics and artificial intelligence are driving change in the the core skills that would be required in the near future. These skills included emotional
way businesses organize and collaborate to meet their intelligence, resilience, communication skills, 360 thinking and complex problem solving, as
goals. New ways of doing business require new operating well as more technical skills like coding. The focus of the program is to encourage delegates
models, which in turn rely on new capabilities and ways of to embrace change and disruption rather than fear it.
working. As industries are disrupted and organizations The intervention is designed around eight “episodes”, each comprising a classroom/
► Increased Increased sense of New ways of work
reinvent themselves, so too must they redefine their experiential session, an action learning project (individual and team), coaching and reflection engagement in L&D agency to develop established, such as
workforces. activities. interventions being oneself in the reflection, feedback
► Customized on-demand learning is needed to up-skill and offered by the Bank organization and coaching
► The program is supported by a comprehensive Recognition and Reward Framework that uses
re-skill people for the future of work.
gamification to “nudge" participants to remain engaged in the program.
► Standard Bank Group recognized that, in order to remain ► EY’s solution provided:
► The intervention highlighted the urgency to adopt change and pursue
competitive, it needed to transform its workforce and invest ► A comprehensive research paper (internal diagnostic and desk research) to identify current personal development initiatives
in the development of skills that are rapidly being and future skills gaps, as well as roles that will be on the increase in the future, together ► The program was unique in that it delivered:
demanded in the workplace. with the requisite skill set ► Bespoke program delivering future skills relevant to specific
► The immediate priority for skills development was ► A customized experiential Learning Journey, bringing together multiple learning business contexts
employees working in shared services (Operations, mechanisms, including classroom learning, digital learning assets, reflection activities, ► Learner-centered design and integrated learning approach
Payments Processing, Merchant Operations) — areas feedback and coaching
► Strong application of skills back into the business through action
where process automation is imminent. ► A learning intervention that integrated with existing interventions in the Bank (Discovery learning, supported by governance and leadership touchpoints
► The objectives of the program were to: Insights)
► Fundamental on-boarding of Leadership Teams
► A set of collateral and assets that could be used to scale the intervention across the Bank
► Enable the required mind-set shifts to adopt digital and ► Leadership buy-in and learner-centered methods drive culture
new technology ► EY also supported a sustained change by creating key assets, defining ways of working and change to support future of work
supporting people transitions and capability build:
► Help employees move from anxiety to excitement to
► Feedback model to be used in daily workday
opportunity
► Recognition and Reward Framework
► Grow technical and behavioral skills for the future
► Increased adoption of LinkedIn Learning to build specific skills — the platform saw
Create employee agency — empowered choices — to  
► increased adoption, so much so that Standard Bank was awarded a Leading Engagement
stay relevant by driving their own learning for the future Award from LinkedIn Learning
of work
Subject-matter resources/those involved in this case study: Lindsay Falkov Lindsay.Falkov@za.ey.com; Nicky Varney Nicky.Varney@za.ey.com; Ivor Abramowitz Ivor.Abramowitz@za.ey.com

Case study: BMW Future Retail
EY was engaged to support BMW AG from 2013–2018 with EY analyzed the various market specifics, provided a global market set-up framework and was
the global roll-out and management of worldwide dealership responsible for central roll-out steering across 40+ countries.
training and coaching in order to be prepared for the future EY developed training and coaching materials, including presentations, detailed trainer guides,
challenges of the automotive retail industry. It has been the use-case scenarios and best practices.
largest Change Management Program for the premium OEM
so far. By conducting training and coaching on-site at the dealership and establishing a Change Agent Up-skilled and Increased revenues Targeted training and
Network, EY accompanied BMW during the whole change management process. engaged stakeholders coaching concepts
► Due to comparable product offerings (technology, variety of The delivery approach involved: ► Global and integrated organizational structures
models, etc.), differentiation of the various premium car ► Central support of roll-out steering and concept work for training and coaching materials in the ► Provision of targeted and customer-oriented training and coaching
brands is becoming increasingly difficult for customers. workstreams: integration of new job roles in the sales process, introduction of new digital tools concepts
► BMW recognized that providing an extraordinary premium (e.g., mobile vehicle configurator on a tablet), promotion of customer-oriented behavior on- ► Retail enablement through conducting high-qualitative training and
customer service is an effective way to set itself apart from site at the dealership and online via social media platforms coaching by appropriately skilled EY trainers and coaches
the competition. Central PMO and market set-up for steering the rollouts all over the world:
► ► Established Change Agent Network for organizational business
► In order to exceed rising customer expectations, BMW ► Interface between Dealer Roll-out Manager and OEM headquarter engagement and a sustainable market adaption of the change
made it obligatory for its dealerships to rebuild their process requirements
► Roll-out planning, reporting and controlling
showroom into an enhanced point of sales considering a
► Knowledge management (e.g., leading practice collecting and sharing)
► High ROI for BMW due to increase of revenues/car and improved net
variety of new digital elements (e.g., innovative digital sales
promoter score (customer satisfaction)
tools) and even integrating new job roles in the sales ► Quality management
process (e.g., BMW/ MINI Genius). ► On-boarding of local roll-out manager and trainer, including Train-the-Trainer activities
► Furthermore, the dealership staff needed to be trained for during market-specific bootcamps
delivering extraordinary customer-oriented behavior on-site ► Change Agent Network promoting and maintaining
and to be coached along the whole change process. ► Local training, coaching and consulting for managers and staff of BMW dealerships, focusing
 
on the aspects of a future extraordinary premium retail experience
Subject-matter resources/those involved in this case study: Laura Jacob laura.jacob@de.ey.com, Jana Kusiek jana.m.kusiek@de.ey.com.

Case study: Northwestern Mutual

► EY’s initial role was to help the program with developing a robust business case to include an
► Northwestern Mutual embarked on a journey to define and
operating model, benchmarking and timeline for implementation.
develop a global learning function to meet the needs of the
organization to up-skill their talent. It aimed to: ► EY has continued to support Northwestern by developing governance processes around
content, Finance, vendor and technology, by developing a mission/purpose for Northwestern
► Continuously provide the workforce, requested by
Mutual University (NMU) and by launching a pilot of curated and developed content leveraging
service, with the right skills in the right place at the right
Degreed.
time Aligned learning Curated content in Defined experience for
► Demonstrate increased value for money processes and central location learning delivery
► Document current enterprise learning organization, including identification of redundancies, technology
► Build system-wide capacity and capability inefficiencies, shadow practitioners and organizations
Increasing the quality of learning content ► Alignment of Learning Leaders and teams around the purpose of NMU
► ► Develop a current state business case
and associated processes, roles, responsibilities and change process
► Ensure responsibilities across the system are defined ► Conduct inventory of learning courseware ► Curation of content from multiple sources to a single access point,
and all stakeholders are clear on their roles structured around learning paths as well as available for open search
► Conduct inventory of financial data
► Design of learning experience to meet demands of the organization
► Conduct technical (LMS) assessment and meet the needs of the learners and business units
► This program needed to establish a current state ► Develop readout report and roadmap
benchmark of the learning organization, define the
Learning Strategy and develop processes needed to ► Develop governance processes around content, finance, vendor and technology
support a learning function around content management, ► Assess existing technology tools, including capabilities and deficits
finance management, vendor management and technology
management. ► Develop a Content Management Strategy
► The above would require alignment across multiple ► Locate and create a content catalog for all internal NM learning objects specifically associated
business units in the midst of an organization-wide with the existing designed learning paths in Degreed
transformation. ► Define quality standards for learning vendors
► Develop and execute a Change Management Strategy for Degreed relaunch
► Define a NMU brand as well as deliver marketing and communications materials in
collaboration with the Communications and Marketing Team(s)
► Train learning professionals on the revised content catalog and style guide, strategy, operating
framework and NMU Portal
Subject-matter resources/those involved in this case study: Mary Woolf mary.woolf@ey.com.

Case study: Arizona Public Services
► We worked as a partner with Infosys to implement Oracle ► We led the Training, Change Management and Capacity Planning and Proficiency
Customer Care and Billing (CC&B) 2.4, Mobile Workforce Optimization workstreams and planned, designed, developed and delivered organizational
Management (MWM) and Customer Self-Service (CSS) at change management (OCM), training, proficiency and business readiness activities and work
a major power and utility company. products. This included 92,000 training and proficiency hours delivered to 1,200 end users in
► We led the Training, Change Management and Capacity 98 days.
Planning and Proficiency Optimization workstreams and ► We minimized disruption by applying our proprietary Capacity Planning Tool, which uses client Employees trained Improved processes and New ways of working
planned, designed, developed and delivered data to analyze high-value business processes, workarounds and temporary processes, and and empowered reduced transaction established and
organizational change management (OCM), training, provided recommendations on staffing and mitigation plans to help the client minimize times proficiency levels
proficiency and business readiness activities and work operational and customer impacts. significantly improved
products. This included 92,000 training and proficiency
hours delivered to 1,200 end users in 98 days.
► EY helped APS replace a mission-critical Customer EY’s solution included: EY’s training solution:
Information System (CIS) with unprecedented lack of ► Developed and executed a Training Strategy that included implementing an online ► Drove end-user adoption and proficiency for CC&B and MWM through
disruption and limited customizations. Performance Support System (OPSS) , web-based training courses and User Productivity Kit focused training and Proficiency Labs, which led to a reduction in
(UKP) as part of an overall blended learning program for 1,500 employees average transaction time for high-volume, high-impact transactions by
► APS’s Customer Information System is critical to its 27%
business. The process often misses deadlines and budget ► Created a Needs Analysis Report to summarize the training needs, identify the tasks that end
caps and is unfailingly disruptive: it can take up to a year to users needed to perform and identified the impacted groups, then created course ► Reduced training development time by leveraging our CC&B training
return to standard service levels, which is why many specifications to establish the course objectives, structure and content accelerators, and verified end users received ample, tailored practice
utilities wait 20 to 30 years before undergoing the time and measured training effectiveness — the value of the extra
► Defined training environment needs and data requirements to support training scenarios hands-on practice time was quickly observed and evidenced through
replacement. But with customer needs and rate structures
becoming increasingly more complex and the marketplace ► Developed curriculum maps and content outlines from which to build instructional material and go-live
increasingly competitive, Arizona Public Service (APS) — hands-on activities, such as instructor-led and web-based participant materials, ► Devised a robust training environment management and data set-up
Arizona’s largest public utility, serving 1.2m customers — instructor/facilitator guides, job aides, exercises, work instructions and simulations approach to streamline on-going training environment updates
could wait no longer, particularly with its need to cost- ► Promoted quality, consistency and speed of delivery, outlined training data requirements and
effectively scale services to meet rampant growth. The entered and tested data against scenarios and exercises
challenge: How do we reduce the pain of implementation
and hasten the recovery? ► Developed Train-the-Trainer materials and instructor handbook, delivered Train-the-Trainer to
APS training resources and supported training delivery for 1,500 employees.  
► Supported the integration of learning technologies, including the online Performance Support
System (OPSS), UPK, SharePoint and the Learning Management System (LMS).
Subject Matter Resources/those involved in this case study: Michelle Peters michelle.peters@ey.com

Case study: Lloyds Banking Group
Assessing capability required to run a major UK bank.
Lloyds Banking Group (LBG) asked EY to help them define Co-development of a schema incorporating the future capabilities necessary to run the Bank of
the future capabilities required to run the Bank and to provide the future. Conducted a survey to assess current state against those capabilities and developed
a robust analysis of their current state against those a roadmap to evolve the skills of employees to target level.
capabilities. EY then provided recommendations to
successfully address this gap through application of learning
and development. Gap analysis: Increased knowledge Clear path forward
contextualized and consensus on in the form of a
understanding of current capabilities needed roadmap
state
► Develop a robust assessment tool to sample the ► Co-defined the future capabilities required to run the Bank in the future, with the client ► Understanding of the capabilities necessary to run the Bank in the
capabilities of employees against future requirements ► Worked with the client to define target levels for these capabilities future
► Provide talent recommendations and a roadmap to ► Developed a survey to assess employees against the defined capabilities ► Understanding of current proficiency levels against future capabilities
successfully address the gap and build capabilities requirements
► Analyzed the results of the assessment and made talent recommendations to address the gap
► Recommendations and roadmap to evolve the skills of employees to
target level
Subject-matter resources/those involved in this case study: james.h.meadows@ey.com.

Case study 1: EDF Energy Plc
Building capability within EFS to support smart metering roll-out.
One of the UK’s largest energy companies employing ► Development of a blended learning approach consisting of classroom, on-location learning
approximately 15,000 people and generating around one fifth and e-learning
of the UK’s electricity, supplying electricity and gas to 5.5 ► Co-development of learning by EY and the client Learning Team, thus creating an ethos of
million residential and business customers across the UK. The sustainability at the start of the program learning journey
goal was to implement new business processes and decision-
making tools and up-skill the field force.
Targeted senior Measureable and Simple and
coaching sustainable practical training
training toolkit
► The success of this Transformational Change Program ► Fit-for-purpose learning journeys were designed and were commercially viable, aligning to the ► The business took ownership of their change and this was achieved
required that EDF take full ownership of the change and market rate through using fact-based information and targeted senior coaching.
implementation. ► External market insights were explored to challenge thinking and ensure that the training ► Governance forums ensured alignment across key workstreams,
► The challenge was to successfully shift the balance of solution produced matched best in class facilitating decision making and risk escalation and resolution.
power and ownership over time from program to the ► Governance forums were established to provide control and facilitate decision making ► Detailed business readiness criteria provided a robust process to
business in a controlled way. measure and track progress.
► Detailed business readiness criteria were set up to run business readiness activities. This
► EY’s role was to support the business as a Key Advisor in included building Business Readiness management capability into the business ► Over time, Business Readiness Management facilitated a steady
setting up EDF’s Training Team for success. This was a reduction in consulting reliance.
pre-requisite to mobilizing the internal Field Force and ► Learning interventions were blended and modular. It was designed to equip participants with
supporting back office functions in preparation for smart the right balance of technical and soft skills ► The right resources were deployed to support business readiness at
meter roll-out and new system releases. ► Creative training solutions were used the right time.
► Capability was built across the team from strategy development to planning and logistics
training delivery
Subject-matter resources/those involved in this case study: shaun.r.scantlebury@ey.com.

Case study: Municipal electric and water utility distributor
Blended learning curriculum development and delivery for Oracle CC&B.
The client decided to upgrade to Oracle CC&B. We were Scoping, designing and validating learning materials in collaboration with the client. We then
selected as the Systems Integrator and engaged in a training delivered a blended curriculum of 15 courses, with post-course follow-up activities. We met the
capacity. We were also engaged to work with client resources needs of 99 users over a 10-week period.
to develop and execute a blended learning curriculum to train
the client's workforce to effectively use CC&B.
Tailored learning Post-training Access and ownership

materials, co- follow-up materials to of materials
developed with the ensure on-going transferred to the client
client support for learners for future use
► EY was engaged to work with client resources to develop ► Defining instructional strategies and designing course curriculums; establishing instructional ► We worked with the client to share internal knowledge and materials
and execute a blended learning curriculum to train the design and style/format standards to promote quality and consistency; validating and related to CC&B functionality.
client's workforce to effectively use CC&B. identifying gaps in training needs for all audiences; working with the technical teams to define ► We provided access and ownership of development materials that
► This included web-based training, post-course exercises technical environment and data requirements could be modified and integrated with the client’s overall training
and identifying training needs. ► Working with subject-matter experts to define data requirements for training scenarios for program.
each course; tracking the data requirements for all courses; co-ordinating with the Data
Conversion Team to specify data requirements; testing the training data to ensure it works
with the training scenarios; modifying training data in the training environment, as needed, to
support scenarios
► Creating and delivering the following training components, including the design and execution
of post-course exercises:
► Curricula and training for seven instructor-led (ILT) courses
► Four web-based courses (WBT)
► Four courses of refresher training
Subject-matter resources/those involved in this case study: james.h.meadows@ey.com.

Case study: Lloyds Banking Group
► The client (a major UK retain bank) engaged EY to ► As part of the Communications and Learning Team, EY delivered the following artefacts:
introduce agile ways of working at scale in the Bank (their ► Changes were properly communicated and training was effectively delivered, driving
new FastPath Framework). sufficient awareness, education and adoption of change and the new methodology and
► The client sought to speed up and simplify change tools.
delivery, while preserving quality, focus on the customer
► A network of Change Ambassadors was created and built across the organization to
and service. Network of Benefits realized and Change Playbook and
champion, sustain and lead on the delivery of the new methodology and tools.
► This would allow them to respond to challenges such as Ambassadors and methodology adopted enablers implemented
► Digital tools were adopted by Communications and Learning to maximize reach and Champions mobilized across c. 500 projects
empowered customers, regulatory pressures and a cost-
retention, delivered to drive sufficient awareness, education and adoption.
cutting environment.
► New methodology and tools learning and embedding was done through multiple channels ► Realized multi-million pound IT benefits in year one for >500 projects
including: WebEx learning sessions, recordings and surveys; Learning Journeys and One- that adopted the new methodology
► The program was delivered in multiple workstreams, Stop-Shop, L&E SharePoint site; face-to-face learning sessions; learning materials and ► Developed a new playbook for managing change with supporting
initially to smaller, less complex and expensive projects, facilitator guides; and a monthly newsletter, video blogs, reference guide, FAQs, group- communications, enablers and collateral to support continued learning
before a full roll-out to larger and more complex projects. wide communications, case studies, roadshow materials and merchandise. and embedding of change
► EY led the program, supported by a mixed EY/client ► Delivered communications across six key channels, including face-to-
► An approach to shifting behaviors was developed and delivered to further embed change
Delivery Team (including in-house practitioners). face, virtual and print, to approx. 22,000 business and IT change
across the organization.
► The joint EY/Client Team piloted the solution with in-flight practitioners, with approx. 4,000 employees trained through five types
and new projects and tested the solution iteratively, first of learning sessions
with the smaller and less complex and expensive projects, ► Established network of Ambassadors and Champions across business
then rolling out to larger and more complex projects. and IT to sustain the change in day-to-day teams, once the project
disbanded
► Project oversight during pilots was provided by coaches
drawn from pool of practitioners and SMEs. Key learnings
were ploughed back in, fine-tuning the solution.
Subject-matter resources/those involved in this case study: Claudia Costa CCosta@uk.ey.com, David Sellick dsellick@uk.ey.com.

Change Experience component:
Leadership
Change Experience component: Leadership
Case study: Leading for London, Metropolitan Police Service
Leadership development program
MPS invited EY and its partners to create a world-class Working closely with MPS, EY refined the strategy for how Leading for London (LfL) could
Leadership Development Program to build exceptional achieve real change and translated this into a practical, integrated learning experience where
leadership capability in its top 10,000 leaders, preparing them coaching, workshops and digital interactions all reinforced each other to maximize learning.
for the changing and increasingly complex landscape of crime
in London.
Integrated suite of Leaders pledged to act Lasting impact on

learning materials that as role models for the hearts and minds
blends digital with f2f wider MPS
► Created a high-volume, integrated Learning Program ► Defined how success of the program could be measured in meaningful ways to drive ► The MPS is re-committed to better reflecting the communities it serves
aligned to MPS Leadership’s priorities for behavior and continuous improvement and understand return on investment and creating a more inclusive and diverse culture, with a style of
culture change ► Created the Strategic Marketing and Communications Plan for engagement needed to create leadership that is empowering, inspiring and developmental.
► Effected change for MPS’s top 10,000 leaders, setting the strong advocacy at the right levels outside the classroom ► This program drove real change by connecting formal learning in the
tone for the rest of the organization in respect to the ► Managed and integrated a specialist supply chain, including a leading performance coaching classroom with wider engagement, such as the personal pledges that
behaviors, mind-sets and attitudes they exhibit provider, a global learning management system provider and managing a supply chain MPS leaders have made for themselves, their teams and their legacy.
► Cultivated commitment and accountability with Senior ► Created rich package of curated and bespoke digital learning content to bring learning to life
Leaders to act as role models in support of the program’s in the unique culture and context of the Met.
goals with the MPS’s 46,000 officers and staff
► Configured and launched a leading Learning Management System at rapid pace to provide
► EY’s role as prime provider was to take end-to-end the digital infrastructure needed to guide 10,000 people through their learning and provide
responsibility for the program, from Learning Strategy management information
supplier selection and management through to delivery
and reporting
Subject-matter resources/those involved in this case study: parminder.kaur@ey.com.

Change Experience component: Leadership
Case study: Global agribusiness business
Develop talent in adapting to new ways of EY worked with the client to develop a contemporary approach to leadership
working while managing a large ERP development. The aim was to take a people-centric approach, encourage
Transformation leaders to adopt new ways of working, and improve overall employee
growth.
Educated Enabled talent Developed custom
leadership through coaching learning journey
Improve financial discipline and achieve ► Delivered a comprehensive approach to people and business adoption, ► Educated Leadership and talent on a new set of
profitable and efficient growth — all while with a focus on purpose, teaming and leadership development. leadership capabilities, organizational purpose and
developing leadership and talent across the teaming behaviors
► Defined and developed a compelling narrative of the client “why” story
organization to navigate complex through a purpose visioning session ► Enabled talent with the leadership competencies to lead
transformations in a digital era and embody the newly constructed
► Activated the team as a high-performance team that is capable of leadership persona
demonstrating new ways of working through Digital Era Leadership,
Highest Performing Teams (HPT) and Design Thinking Workshop ► Conducted bi-weekly coaching sessions centered
sessions. around our Highest Performing Teams Framework
► Constructed a Leadership Learning Journey that includes dynamic ► Developed custom training program, tools and templates
workshop sessions, formal mentoring and coaching (both individual and utilizing a human-centric, digital-era methodology
team), development of a self-directed learning platform and more.
Subject-matter resources/those involved in this case study: joe.Dettmann@ey.com.

Change Experience component: Culture
Case study: Mid-west HQ global diversified industrial products organization
As a result of a new growth strategy that EY EY was selected as the organization’s Transformation Partner and was asked
developed for the client, two businesses within the to lead the Leadership Team through workshops to collaboratively identify an
organization integrated into one group to help operating model, define the aspirational culture and create the Culture Shift
achieve the set growth targets and potential Plan.
detailed in the growth strategy. To complete the Developed the group’s new operating
integration, a culture evolution, a new operating model and organizational structure
model and new organizational structure were
required.
Some challenges faced by the organization’s EY’s approach included: ► Developed the group’s new operating model and
Leadership were: ► Facilitated Leadership Workshops with legacy Senior Leadership Teams organizational structure through scenario-based use
► Each business specialized in specific end to define the operating model, organizational structure, current culture(s) case testing to determine the best fit operating model
products with the same raw inputs and aspirational culture option
► The organization was integrating two cultures ► Identified seven distinct, empowering behaviors via additional Senior ► Minimized talent and performance impacts through the
to achieve their strategic growth priorities Leader Workshops, Leader focus groups and employee focus groups transition by clearly defining the group’s culture early
and enabling Leadership to display their commitment to
► The legacy groups took pride in their business ► Executed Culture Survey with all employees of the integrated organization the culture shift
and both viewed the other business as to understand their position on the aspirational culture
misaligned with their ways of working ► The Culture Activation Roadmap was owned and driven
► Created a Culture Activation Roadmap aligned to embed aspirational by the Senior Leadership Team and Culture Champions,
attributes into the day to day across the integrated organization who were embedded across segments to help guide
employees through opportunities and challenges
Subject-matter resources/those involved in this case study: andreas.fried@ey.com.

Case study: A global plastics manufacturer
A global plastics manufacturer asked EY to EY brought together several internal teams, including Translation Services,
design, deliver and analyze a Culture Survey to the Global Talent Hub and the Creative Services Group, to design and
evaluate the impact and reach of a newly rolled administer the global culture survey and to assess the effectiveness of the
out culture definition within the organization. company’s new culture characteristics.
Deep dive into current culture with
plans to initiate follow-up survey
In recent years, the company underwent an effort The EY Team: ► The company-wide response rate was approximately
to refocus its culture on four key culture ► Created a 31-question survey specifically designed to evaluate employees’ 81%, an exceptionally high response rate for a Culture
characteristics. EY was engaged to conduct a understanding and adoption of the four characteristics — Open, Honest, Survey. In addition to providing hundreds of different
wide-scale Culture Survey to help the client Listen and Accountable — of the client’s new cultural definition data points, the final report also provided an aggregated
assess how deeply these four characteristics were analysis of the results from an open-ended question at
embedded throughout the worldwide organization. ► Designed the survey to identify the client’s strengths and weaknesses the end the survey, which asked participants to name
► Translated the cultural survey into 13 different languages represented by one thing they would change immediately if they were
the client’s employees the company’s CEO.
► Administered the survey to 2,000 employees globally via two channels: ► The client released the results of this survey to the entire
online for those who had regular internet access and in person for those organization by the end of the year. The success of the
who did not have access to a computer survey led the client to make plans to conduct a follow-
► Manually aggregated in-person survey data from approximately 1,200 up Culture Survey in 18 months, using this current one
paper surveys conducted face-to-face utilizing the Global Talent Hub as the benchmark.
based in India
► Organized hundreds of data points into a visually appealing and easy-to-
read report
Subject-matter resources/those involved in this case study: andreas.fried@ey.com.

Change Experience component: Change
Capability Development
Change Experience component: Change Capability Development
Case study: GSK
► CERPS was a £650m global nine-year Transformation ► The new strategy and operating model enabled greater devolution to the markets, supporting
Program to simplify GSK’s operating model and deliver a deconstruction of the fully global structure and governance to a balanced approach.
single global template of standardized financial and
commercial processes, systems and data across Europe,
ANZ, Japan, India, China, LATAM, etc. across Rx
(Pharma) and Cx (Consumer).
Increased buy-in and New strategy and op. New assets
► While the context was program-driven, CERPS being such ownership from the model enabling greater established a common
a long and significant program, the Program Team was set business devolution language
up as a permanent team within GSK’s structure.
► The change structure and governance enabled greater business buy-

in and ownership of key decisions, while leveraging synergies and
► Launched in 2009, CERPS had successfully deployed the ► EY’s solution provided: economies of scale
template in five Rx markets by May 2012 but faced ► A thinner core at the global level to drive consistency and economies of scale, supported ► Capability building:
significant challenges in: by streamlined governance ► All Transformation staff centrally and within the markets were
► Moving to a more efficient change deployment method ► In-market teams and governance to enable agility and local decision making trained on the new method, with average feedback scores of >4.5/5
► Ensuring effective governance at the global and local ► The three assets received excellent feedback and significantly
► A RACI on what activities and decisions get supported globally vs. in the local markets
levels helped GSK get a common language globally
► EY also supported the transition by creating key assets, defining ways of working and
► Ensuring that the business adopt not adapt the ► The transition enabled the best of GSK and EY to come together to
supporting people transitions and capability build:
template innovate and develop creative solutions, e.g., The Story of A Wave
► Solution template summarizing the target design
► EY was engaged in May 2012 to help reshape the animation, ways of working, etc.
► Change and Transformation method and toolkit, including videos, animations, role
Program Strategy, operating model, change capability and
characters bringing the method to life and training material
governance and support transition to the new op. model
► Market Adoption Guidebook (MAG) with practical hints and tips and war stories from each
and governance.  
of the markets
► EY worked with the Strategy Review Team to help reshape
► Redefining critical processes such as budgeting and forecasting, planning and cost control
the strategy and operating model, including the structure of
the change and wider transformation capability and ► Supporting individual-level role transitions and training people on the new method and   
governance. toolkit
Subject Matter Resources/those involved in this case study: Aditi Kejriwal <akejriwal@uk.ey.com>

Case study: Network Rail
► ORBIS was a £330m seven-year Change Program with a ► EY established a new structure for the Change Team, introducing Route Business Change
Delivery Team of 300 and a direct impact on more than Managers to be the single point of accountability for delivering change side by side with the
15,000 staff. The program goal was to implement new customers. These individuals, working to the Head of Business Change, served to channel
business processes and decision-making tools to bring and manage how the program delivered change, working with each of the different projects to
about significant and sustainable improvements in safety understand the overall integrated Change Plan, deployment timescales and impacts on
and performance across the UK rail network while resources.
Change practitioners Partnering with New change structure
delivering financial efficiencies that would create value for
trained and stakeholders to drive and governance
the UK taxpayer.
empowered decision making locally implemented
► As the Business Change Integrator, EY helped with ► EY changed the way that the program prepared the business for the Transformation. ► The change structure and governance created a partnership with rail
delivery of end-to-end change management, program Previously, each one of up to 46 projects engaged with the end users point to point, route decision makers and empowered change delivery at a local
management and IT assurance. In addition, EY also competing with each other and business-as-usual activity for attention, involvement and level, driving Leadership accountability and simplifying the complexity
helped deliver sustainable change by building internal resource. This was problematic, particularly as the client had a devolved structure where of change
change management and leadership capability for the business divisions had significant autonomy over their response to change. EY helped ► Capability building:
future. reshape the portfolio as well as how it was integrated and managed regularly. ► Team ownership of, and commitment to, an agreed vision
► EY was also engaged as the program entered its final ► EY’s initiation of Business Readiness Implementation Groups (BRIGs) was recognized by the ► Behavioral changes supporting greater focus on coaching, both
phase, to deliver a Capability Uplift Program to support the client as the most integral part of the move to a business change focus within the team and with stakeholders
Change Team in achieving its objectives and transitioning ► Learning continuing in BAU, with team members running their own
► EY increased focus on business benefits, working closely with Departmental Directors and
to BAU while also responding to feedback highlighted in an Financial Controllers to drive confidence and understanding in the projected program benefits, training on subjects they are passionate about
Employee Engagement Survey around the need to ► Consistently positive feedback from learners and Leadership
the approach for benefits realization and focus on change leadership
improve communication of feedback, setting aside time for
► EY delivered the Personal Development Journey (PDJ), through which we delivered capability
learning and progression, and talent management.
development for the Change Team, including:
► Classroom training to the Change Team on 10 core change topics, including purpose and
  
communicating feedback
► Playback sessions to give individuals the opportunity to reflect on what they had learned in
each training session and how easy or challenging it had been to implement their new   
skills
► A buddying initiative whereby members build relationships within the Change Team which
they can use to support their journey through the change training
Subject-matter resources/those involved in this case study: Bonnie Austin baustin@uk.ey.com, Michelle Gifford mgifford@uk.ey.com.

Case study: NHS London
► NHS London embarked on the Education Commissioning ► EY’s role was to help the program with developing a robust case for change and aligning key
and Workforce Planning Program (EC&WP) to address stakeholders around it.
issues highlighted in Healthcare for London – a 10-year ► EY also supported change capability build by developing standard method and tools, tailoring
strategy for healthcare in London. It aimed to: through a change diagnostic and training 100+ identified change ambassadors.
► Continuously provide the workforce, requested by
service, with the right skills in the right place at the right Network of Change Widely adopted change Shared assets with
time Ambassadors method and toolkit central facilitation
► Demonstrate increased value for money
► Build system-wide capacity and capability ► Developed a clear case for change and Benefits Roadmap ► Change method and toolkit widely adopted across the NHS eco-
► Increase the quality of healthcare education ► Aligned key stakeholders across the NHS eco-system around the Case for Change system, receiving excellent feedback for simplicity and robustness
Developed a standard methodology and comprehensive toolkit ► Early adopters and advocates for the change method and toolkit
► Ensure responsibilities across the system are defined ►
through practical application via the change diagnostic
and all stakeholders are clear on their roles ► Piloted across 11 stakeholder organizations comprising five PCTs and other trusts and six ► Network of Change Ambassadors successfully established, supported
HEIs and other medical schools with central facilitation, shared assets and institutionalized peer-
► The EC&WP Program needed to establish all the enabling ► Running change interventions to resolve real-life change challenges and tailoring tools as learning framework through establishing communities of interest within
mechanisms to formally align service needs to workforce needed, to achieve the above the wider change capability
needs, workforce plans, commissioning regimes. It also ► Identified change ambassadors across the entire eco-system of partner organizations
needed to create a workforce of the right number of
► Designed four-hour change Ambassador training, which included a step-by-step walk-through
people, trained to the right quality, in the right
of the methodology and toolkit, clarification of the role of the Change Ambassador, especially
competencies at the right time.
in the context of NHS London, and soft skills training to build the influencing skills and
► The above would necessitate significant volumes of resilience of the identified Change Ambassadors
change across the entire NHS eco-system in London — a
► Delivered Train-the-Trainer sessions for 100+ Change Ambassadors and developed plan to
sector that was rife with change fatigue and limited
cascade the training across the entire eco-system
capacity, capability and assets internally to drive change.
► Hosted the method, toolkit and other shared assets on the intranet site, to make these
available to the entire eco-system
 
Subject-matter resources/those involved in this case study: Aditi Kejriwal akejriwal@uk.ey.com.

Case study: National Grid
► National Grid was undergoing significant change. To do ► A Change Capability Assessment report including the following:
this effectively and prioritize its development effort ► Conducted a Change Capability Maturity Assessment, tailoring EY’s Maturity Assessment
accordingly, it requested EY to provide an independent Framework to National Grid’s specific requirements
assessment of the current state of change capability,
based on our experience of working across different ► Assessed each of the large in-flight programs around their change complexity
Change Programs. ► Analyzed key themes emerging across the portfolio around each aspect of Change Clear view of current Tailored framework for
► This review informed its thinking in developing a route-map Capability Development, namely Change Leadership, Change Practitioners, method, state change use in future
for Change Capability Development across the UK. infrastructure, structure, governance, performance and careers capability
► The scope was determined on the basis of EY’s ► Conducted Benchmark Analysis and used a creative storytelling comic strip approach to
participation in Change Programs in the following business consolidate findings at the BU level ► A robust and independent assessment of National Grid’s internal
units: Gas Distribution UK, IS, Construction, Internal Audit, change capability
► Created an overall Change Capability Heatmap ► A maturity assessment tool that was specifically tailored for National
Shared Services, Property.
► Analyzed gaps vis-à-vis National Grid’s desired position Grid, which could be used on an on-going basis
► Developed a roadmap to support National Grid with developing a roadmap for Change
► National Grid had no central visibility of its internal change
Capability Development
capability. This impacted its ability to develop and nurture a
community of change practitioners.
► The meetings were conducted through one-to-one
discussions over a period of three weeks.
► Participants were encouraged to share their perspectives
honestly and in a constructive way.
► The EY participants did not discuss their findings with their
National Grid clients/colleagues, and therefore, the
decision was taken not to identify the BUs in the report so   
that confidentiality was not compromised and the
relationships would not be adversely affected.
  
Subject Matter Resources/those involved in this case study: Aditi Kejriwal <akejriwal@uk.ey.com>

Case study: Upstream oil and gas company
► The client, an upstream oil and gas company, lacked a ► EY worked with key business contacts to identify and develop an OCM methodology that
structured OCM methodology and internal projects were would support the client’s strategic imperatives.
not achieving full realization of benefits. ► EY developed OCM roadshow material to engage and enable the client’s Executive
► Business Group Leadership recognized the need for a Leadership and key business group stakeholders to champion the use of OCM methodology
consistent way of managing organizational change on and tools on projects.
projects, and the CIO sponsored the project with EY to Leaders and Enduring capability to Tools and templates,
develop an OCM methodology and supporting tools. practitioners trained deploy the methodology including a project
on how to use the and train the wider complexity
► The client engaged EY P&OC to develop a scalable and OCM methodology development methodology organization assessment guide
flexible OCM methodology and playbook that could be ► OCM focus areas and framework:
applied to projects of any size/complexity. ► An extensive yet flexible OCM methodology and tools that can be
► Met with key stakeholders across business groups (e.g., Business Excellence, IT, HR, used to maximize project benefits and sustainability
► EY was also engaged to develop and deliver OCM
PTIM) to identify the most relevant OCM focus areas to execute the client’s strategic Key Business Group Leadership trained and knowledgeable on how to
instructor-led classroom training to business group ►
business imperatives apply organizational change methodology
representatives who would be expected to apply OCM
methodology on their projects and change initiatives. ► Developed a framework/project lifecycle timeline for implementing OCM activities on any ► An enduring capability at the client for providing on-going OCM training
project to both the Business Group Leaders and the general employee
population
► Developed a quick reference summary for training the business on the basics of OCM
► An assessment guide that helps employees determine the complexity
► OCM Playbook: Developed practical and structured content to support the OCM methodology of a project and the scope of OCM support and tools that are needed
comprised of five sections: Introduction, OCM overview, Assessment, User guide, and OCM
tools (17), which included summaries, guidance, templates and sample work products
OCM training deployment
► OCM Bootcamp training: Developed and delivered three five-hour instructor-led training
sessions with hands-on exercises to approximately 45 individuals across several business 
organizations of the client responsible for implementing OCM methodology on their change
initiatives

► OCM overview training: Developed a storyboard for web-based OCM overview training, with
the mandate of conveying basic OCM knowledge to the general employee population, both in
the corporate office and in the field/assets
Subject Matter Resources/those involved in this case study: Trevellyan G Collier <tcollier@uk.ey.com>

Case study: HSBC
► HSBC undertook a three-year Transformation Program to As part of the Planning and Readiness Team, EY helped with the following:
deliver the Global Operations 2030 Vision. ► Designed the Target Operating Model for the Transformation Office, covering its service
► It aimed at driving E2E customer journeys, transforming offering, Organization Design and coverage model — this included designing a
the customer service and enabling simpler customer- Transformation capability of approximately 35 people who would support the roll-out of this
centric operating model through STP and automation. program over the three-year timeframe, and providing recommendations for uplifting the
program’s governance model and tooling capabilities, to streamline decision making Connected Alignment and Mobilized
► Developed a Transformation Playbook — an orientation guide that provides an overview of stakeholders around a agreement on a common Transformation Office
the Operations 2020 Program, program structure, its key components (transformation common goal approach and governance
portfolios and enablers), their key objectives and outcomes, and the BTF Delivery Framework
to be leveraged by the program ► Developed, within challenging timescales, artefacts critical to
mobilization of the Transformation Office and program governance,
► Created a skills profile, including 13 skills critical for running successful transformations — this and thereby establishment of the Transformation capability, which is
skills framework was incorporated into a ways of working document that provided guidelines critical to success of the program
for key program management capabilities to be implemented across the Operations 2030 ► Engaged with stakeholders across the program, group transformation
► As part of the program, a key challenge was to set up the Program and paved the way to promote consistent and coherent ways of working for various and E-PMO to address challenges and critical aspects of the
Transformation Office itself for success. workstreams across the program mobilization, and secured alignment to a common approach and way
► EY supported the planning and readiness activities of the of working
Operations 2020 program from mid-October 2017 to Feb ► Connected various stakeholder groups to discuss and agree the
2018 (14 weeks). operating model, roles and responsibilities across the Transformation
► This included developing the Target Operating Model, capabilities
Program Management Playbook and Skills Library to help
set up the program for success and ensure the right
person with the right skills would be recruited into the right
role, using clear structure, role and skill definitions. 
Subject-matter resources/those involved in this case study: Jeremy Graves JGraves@uk.ey.com, Manav Gill mgill1@uk.ey.com.

Case study: Water utility
► The state-owned water utility took the strategic decision to ► EY partnered with the GM of Digital Transformation, the Head of People and Capability, and
embark on a five-year Digital Transformation, aimed at Strategy and Stakeholders Team to perform a rapid state assessment, using the seven
delivering a water-sensitive city and sustainable elements of the EY Operating Model Framework to understand maturity gaps.
community outcomes. ► This led to the development of a Change Management Playbook, which outlined strategic
► However, under significant budget pressure from the direction tactical initiatives required to establish foundational capability for the organization.
government over a five-year period, the organization had Contemporary Scalable framework and Simple and practical
► This playbook was socialized at Executive and Board, and EY was subsequently requested to
removed existing Change Management resources from the approach to Change business case toolkit
return and build out the next level of detail for the Change Management function.
enterprise. Management
► This included:
► This led to a chronic under-investment in the capability
required to successfully deliver Transformation outcomes. ► Partnering with the People and Capability Team to develop required people initiatives to ► As trusted advisor to the utility, EY was able to use its intimate
understand core capability requirements and resources knowledge of the Transformation agenda to shape fit-for-purpose
► As trusted advisor, EY was asked to develop the Change Change Management Strategies
Management Strategy for Digital Transformation. ► Developing a fit-for-purpose methodology and suite of tools to enable the Change
► EY provided external, global perspective on leading practices in
Management Practitioners
Change Management in the utilities sector and beyond
► Supporting the development of a micro-site to act as an online home for practitioners ► EY continues to coach Change Management professionals within the
► Supporting the development of a business case to investigate online enablement of the organization as their capability develops
practitioners
► Establishing KPIs for the emerging team
► Supporting Organizational Design, including FTE requirements, talent acquisition and
Engagement Strategies
 
  
Subject Matter Resources/those involved in this case study: Catherine Choate <Catherine.Choate@au.ey.com>; Chris Wever <chris.wever@au.ey.com>

Knowledge Transfer
Change Experience component: Knowledge Transfer
Case study: Australian defence organization
Knowledge Transfer process designed to lift change capability in key impacted areas.
EY was selected as the Change Management Partner in In alignment with SAP Activate Methodology (Prepare, Explore, Realise and Deploy), as well as
supporting Defence’s consolidation of some 500+ separate the phased approach Defence took to replace the functionality of these 500+ applications over
applications into one single ERP solution provided through four tranches, EY’s formal Knowledge Transfer approach was developed in the Prepare phase of
SAP. A key component of this support was to enable and lift Tranche 1, and included the development of a Change Framework and training in Change
Defence’s change capabilities in key areas. Management, as well as on-the-job coaching and mentoring.
Immediate change Build change Reduce long-term

implementation capabilities for future change
requirements delivered change requirements management
support costs
► Part of EY’s scope in supporting change within Defence ► The figure below shows how capability was built over time, taking into account the program’s ► The front-loaded support model enabled Defence to meet its initial
was to drive towards a program that is self-reliant over complexities, such as tranches operating in parallel. implementation imperatives while reducing change management
time to minimize costs and build this capability for future support costs in the long term as Defence developed sustainable
transformation efforts. change capability for Tranche 4 and future change initiatives.
► This included Knowledge Transfer processes designed to ► The partnership model adopted delivered optimum change
lift the change capability in key impacted areas across management services and cost benefit outcomes by addressing
Defence. priority tasks to minimize risks early, develop internal skills through
► The drive needed to be achieved not across a single capability build and reduce Defence’s change support costs through
organization but 14 separate and highly siloed groups self-sufficiency.
and services that comprise Defence.
► A key element of EY’s approach was to segment Defence’s target audience for the change
capability build into groups and clearly outline who they were, what they needed and how the
required capability would be built.
Subject-matter resources/those involved in this case study: francis.baldinu@ey.com.

Case study: Eversource Energy (America)
Enhance performance and sustainability through the use of analytics and Knowledge Transfer methods
EY was tasked with providing support to Eversource To enable Eversource’s IT Team to be well-equipped to deliver end-user training to
Energy’s business, IT and product centers throughout a impacted users and operate autonomously, we focused on the following three key
Maximo system implementation. A key part of EY’s areas:
strategy was supporting Eversource’s workforce by ► Progressive build approach
implementing advanced learning methods and
measuring performance at the individual and group ► Continuous support through post go-live Development of an Defined ownership The use of analytics
levels. ► Track progress of KT activities enabled workforce that leads to role clarity and fosters a healthy
is highly proficient better alignment atmosphere for
continuous
improvement
► A major focus was placed on workforce ► Involve Eversource stakeholders, including IT, early in the design/build process to ► Through EY and Eversource’s emphasis on workforce
performance post go-live. After most major accelerate and improve knowledge transfer and increase the speed of transition to proficiency, training and Knowledge Transfer activities,
changes in companies, there tends to be a dip in the Eversource IT Team Eversource employees were trained and better prepared for
performance. EY emphasizes the importance of ► Make available the documentation throughout the project for Eversource IT to changes to their business roles and requirements.
employee proficiency in the new system before
internalize and be available for any specific questions leading up to the Transition ► Eversource employees were brought in early, which led to the
deployment in a variety of ways so that employees
phase of the WAM program transition’s “shock” factor being reduced and allowed them to
are comfortable with the new system. As a result,
Deploy critical IT and business-focused EY members during Post Go-Live return to a business-as-usual state quicker.
the negative effects that accompany deployments ►
can be mitigated. Support/Warranty Support phase to assist with any issues that Eversource IT
Teams may encounter
► Use a framework for all KT audiences that is grounded in adult learning principles
and that supports differences in learning styles
► Track progress of KT activities and other skill development identified through the
Planning phase through monthly KT checkpoints, Employee Pulse Surveys, 1:1
sessions/interviews, focus groups and business risk assessment
Subject-matter resources/those involved in this case study: Maya Smallwood, Ryan Levine, Alyson Rosen, Amanda Del Bove and Megan Machado.

Case study: e.on (global power and utilities company)
► The client is an internal HR service provider based in ► Enable the new HR TOM roles by setting up the service delivery model for in-scope services
Germany offering payroll and pension–related services, as ► Restructure the SSC structure to enable transition and to build the foundation for future and
well as cross-functional support to more than 25,000 extended service delivery
employees, to one of the world’s largest publicly listed
energy suppliers. ► Consolidate five existing SSC locations to two target locations
► In the initial project, this internal HR service provider asked ► Prepare the transfer of additional HR services from existing German business units to the new Roles and Significant contribution to 130 work packages
EY to consolidate five existing SSC locations to two target SSC responsibilities clearly workforce and cost transferred
locations, including Knowledge Transfer. ► Design ~160 reference processes according to new HR TOM in order to create migration understood reduction
► Following a split of the parent company, the client, in a readiness and simplify task transfer
follow-up project, asked EY to support a Transformation ► Creation of all relevant conceptual frameworks, tools and procedures
► Design a Process Center, including a business process management solution required for the achievement of the different project objectives
into three independent legal entities, by providing HR
services to the newly separated parent companies. ► Design and implement a global HR Tier 0 platform to enable the HR function’s internal ► Training and on-boarding of SSC employees to enable a smooth set-
knowledge management up of new HR SSC locations with clear roles and responsibilities
► End-to-end support of SSC site consolidation and successful transfer
► EY responsible for the overall project management of five different workstreams (HR Org.
► Large-scale Business Transformation Program in order to of ~ 130 work packages between five German locations
Design and People Management, HR Processes, HR IT, Knowledge Transfer and Change
improve organizational effectiveness and efficiency ► Significant contribution to the overall workforce and cost reduction, as
Management) and had the lead for the workstream Change and Communication, with strong
► Reduction in workforce and reduction of controllable costs well as to the overall performance improvement initiatives
interfaces with the overarching HR program structure
of overall ~ 34%
► Ensure a smooth and comprehensive Knowledge Transfer, during the Implementation phase,
► Implementation of new HR Target Operating Model (TOM)
across management and employee levels, as well as continuous and transparent
with the pillars: HR BP, Centers of Excellence, HR Shared
communication across different locations and target groups — to do so, EY conducted a
Services
variety of communications for different project stakeholders and established different formats
► Allocation of a significant proportion of HR process tasks to to ensure a continuous exchange with the client personnel
employee (ESS) and Line Manager (MSS) self-service
functions
► The follow-up project’s major aims were to split the existing
organization in accordance with the new companies’
needs, to capture and transfer knowledge between them
accordingly and to establish operational HR processes and
IT systems, with the go-live of the separate HR business
service center units
Subject-matter resources/those involved in this case study: Nelson Taapken and Katharina Luh.

Organization Design — Operating Model
Change Experience component: Organization Design — Operating Model
Case study: Tesco
► The client was facing a competitive market and complexity EY developed a new operating model for the client that was anchored in integrated process
in its operating costs. To prepare for digital disruption, the architecture, supporting the business to break down the functional silos that were leading to the
organization needed to find a way to simplify its observed complexity and to define the future capabilities of the organization to enable Business
operations. Enablement.
► The existing structures had served the business well but
had resulted in functional silos with a loss of end-to-end Holistic operating Resource savings from Mobilization of multi-
transparency on drivers of value a competitive advantage. model for the future organization redesign million pound
business and alignment Transformation Program
► EY supported a multi-functional group to design, test and ► The Design phase focused on developing future state integrated process architecture ► A holistic operating model for the future business covering technology,
validate a redefined enterprise design as well as mobilize a structured around 10 E2E processes, each of which were owned by a member of the Exec. performance measurement, end-to-end process, operational footprint,
significant Transformation Program for delivery. ► Clear governance, led by a Global Design Authority (comprised of Exec. members), was organization structure, employee offer and governance/control
► A rigorous but flexible engagement approach was required established to drive the Transformation and maintain the sanctity of the target design ► An enterprise-wide organizational redesign and alignment to the
to achieve the necessary buy-in to the design across a ► The process architecture was used as a basis from which to identify and focus a number of process activity model, with significant resource savings
wide-ranging group of key stakeholders. priority areas, with the biggest potential for simplification from the existing structures and ways ► Set-up and mobilization of a multi-million pound Transformation
► To move rapidly towards the target state design, it was of working Program to deliver the target design, people transition and associated
necessary to identify, quantify and prioritize the biggest benefits
► These identified change initiatives were classified as either: better for customers, more
gaps in the current ways of working and to translate them efficient or better for channels. Different types of governance were deployed for varying types
into a series of improvement opportunities. of change:
► A key component of this work was developing a Strategic ► Business Enablement (BAU governance)/projects requiring specialist project
Workforce Planning process to enable the organization to management and Change Capability (Global Design Authority)/Large Transformations
assess the workforce of today with the required workforce (global planning cycle)
of tomorrow. ► It was critical that the governance also ensured that the prioritized change portfolio linked to
both functional/BU priorities and the Target Operating Model design
► The annual planning cycle was changed to quarterly, which was deemed long enough for
projects to mature but short enough to keep the portfolio agile
► A Strategic Workforce Planning capability was designed to enable talent planning to be
aligned to the annual planning cycle
Subject-matter resources/those involved in this case study: Trevellyan G Collier tcollier@uk.ey.com, Kate Skinstad kate.skinstad@uk.ey.com

Change Experience component: Organization Design — Operating Model
Case study: BAT
► The client, a major tobacco business, was embarking on a EY developed and implemented a portfolio governance solution based on the following
multi-year global Operating Model Transformation targeting principles:
nearly £1b in benefits. ► Only programs that satisfy five portfolio inclusion criteria are included within the portfolio —
► The Transformation was underpinned by a significant everything else was either stopped or managed as BAU
number of individual interrelated programs and projects
► Governance above the programs will exist only to increase certainty of benefits delivery
within countries, regions, business units and functions. Visibility and oversight Increased certainty of Increased opportunity
and ensure effective co-ordination
► While strong program governance existed for each to aid management benefits realization for efficiencies and
► The programs will be accountable for delivery and common standards will be minimal but decisions reduced risk
individual program, there was no overall portfolio
mandatory
governance or change board in place to manage priorities,
interdependencies and risks across all change. ► Existing assets and capabilities will be used wherever possible — do not re-invent ► The solution developed increased the certainty that the targeted
benefits would be delivered by 2020. Specifically, the governance
► Due to the scale of the opportunity and potential risk, the ► Over a period of three months, EY defined a portfolio and governance that included: established:
need for portfolio-level governance to manage the portfolio ► Identifying the specific programs for inclusion in the portfolio — those of sufficient ► Consistent visibility and oversight, enabling Senior Management to
was identified to increase certainty of delivery. scale/importance effectively manage priorities
EY defined the portfolio governance and established an ► Reduced risks from critical dependencies by first identifying and
► ► Defining the portfolio operating model, including governance processes, structures and
associated operating model, addressing two key then mitigating them (particularly across programs)
tools
questions: ► Reduced risks of end-market disruption through developing a
► Creating an integrated plan to sequence individual programs within known constraints
consolidated view and appropriately sequenced plan
► How do we increase the certainty that the total targeted
► Defining a consolidated QA Plan to provide confidence in delivery ► Increased opportunity for delivery efficiencies through enabling
benefit will be delivered by 2020?
shared resources across programs
► How do we ensure programs are co-ordinated
effectively to minimize business risk, including
disruption in end markets, and optimize scarce
resources?
Subject-matter resources/those involved in this case study: TBC

Agile Change Management
Change Experience component: Agile Change Management
Case studies
EY helped a global theme park on its initiative to enhance ► Managed the integrated PMO for the entire program
UNIVERSAL
the overall guest and team member experience. This Agile ► Led Agile release management for the program, including enhancements to the
multi-year Digital Experience Transformation Program was client’s mobile app, relaunching the client’s website and new functionality releases
a full enhancement of the IT architecture and infrastructure, supporting the opening of the new operation
as well as associated marketing tools. ► Managed User Experience Testing for each iterative release, drove cross-functional
team collaboration co-ordinated stakeholder participation ► Helped the company establish an Agile model for release
► Defined and developed new products and features across the organization management and testing across multiple teams
► Introduced leading Agile digital methods for communications, collaboration and ► Developed the right strategy for building out the right processes for
learning the right work with the right groups
► Paved the way for the company’s continued transformation to sites
across the US and Asia
SERVICE PROVIDER
Client with 50+ resources nationwide tasked with building a ► Leveraged scrum, an Agile methodology, to prevent the delays caused by a typical
PMO structure and future state processes to prevent project management Waterfall approach
NATIONAL TAX
business loss due to post-implementation technology ► Organized both technology and process improvement projects across all systems
adoption issues, increase in tax return volume by over 1,200 and components into sprints
returns due to tax reform and inadequate staff training. Removed delayed Building capability Consistent and
► Conducted process reviews on the current state processes to identify and prioritize
caused by a Waterfall across the rigorous application
process and technology gaps as part of the Management Systems toolbox
approach organization of Agile
► Identified process and technology gaps that had not been identified
and addressed by the team
► Removed project delays caused typical Waterfall project management
structure by identifying, organizing and prioritizing more than 60
projects into sprints
► Increased client visibility into current projects while increasing
collaboration on project development between client and engagement
team for increased client satisfaction and minimizing rework
Subject-matter resources/those involved in this case study: Raza.Farooq@au.ey.com.

Change Experience global contacts, contributors and resources
Page 292
More than 100 PAS practioners globally have been

involved in the Change Experience Playbook
development from across all areas. This section
outlines the following:
► Key global contacts
► Lead content and other contributors for each

content area
► Where to go to access more detailed content in
relation to our Change Experience offering
The aim of providing this information is to help
practitioners understand what resources they can
leverage and where to find them, along with an
accessible network they can call upon should they
require more information or support on a particular
area.

Change Experience Team
GLOBAL and APAC

Global Leadership
AMERICAS Natalie Johnson EMEIA

Global & APAC Change Experience Lead
Maya Smallwood Tel: + 61 7 3011 3201/+ 61 448 450 400 Anna Kahn
Email: natalie.Johnson@au.ey.com EMEIA Change Experience Lead
Americas Change Experience Lead
Tel: + 44 20 7951 5830/+ 447920534021
Tel: + 15619558108
Email: akahn@uk.ey.com
Email: maya.smallwood@ey.com
Julie Searle
APAC Change Experience Assets Lead
Tel: + 61 2 9248 5785
Bryan Blaise Email: julie.searle@au.ey.com Aditi Kejriwal
Americas Change Experience Assets Lead Global Program Manager & EMEIA Assets Lead
Tel: + 1 3123 436 757 Tel: + 44 7942 585 652
Email: bryan.blaise@ey.com Email: akejriwal@uk.ey.com
Katharina Luh Klaus Woeste

Steve Raphael (GSA) (FSO)
Tel: +49 160 939 16059 Tel: +44 7469035924
(Americas) Email: katharina.luh@de.ey.com Email: kwoeste@uk.ey.com
Tel: +1 9258187093
Email: Steve.Raphael@ey.com
Christine Vogel Daniel Brämhagen
Regional Experts
(GSA) (Nordics)
Tel: +41 79 621 7572 Tel: +46 70 6715179
Email: christine.vogel@ch.ey.com Email: daniel.bramhagen@se.ey.com
Elizabeth Fealy
(Americas) Priya Krishna
Andrew Leach
Tel: +12127733743
Email: elizabeth.fealy@ey.com
Peter Fox (GDS)
(UK&I) Tel: +44 7469 036654
(APAC)
Tel: +4407970721616 Email: pkrishna@uk.ey.com
Tel: +61 412 380 489 Email: ALeach@uk.ey.com
Email: peter.fox@au.ey.com
Anurag Malik
(India)
Jennifer Engelhardt Louisa Blain Tel: +91 9811 395130
Email: anurag.malik@in.ey.com
(Americas) (FSO)
Tel: +15715658601 Jeff Tang Joanne Abbot Tel: +44 7557587998
Email: Jennifer.Engelhardt@ey.com (APAC) Email: lblain@uk.ey.com Neha Sharma
(APAC)
Tel: +852 96663767 Tel: +65 81831423
(India)
Email: Jeff.TK.Tang@hk.ey.com Email: Joanne.Abbott@sg.ey.com Tel: +91 7738 663336
Email: Neha16.Sharma@in.ey.com

Content Leads and contributors
Playbook Content area Lead Core team members Other contributing team members
Group
Change CMO Bryan Blaise (Americas) Rohan Barrett (APAC); Calene van Zyl (EMEIA) Megan Fleming (EMEIA); Pauline Sullivan (APAC); Raza Farooq (APAC)
Strategy and
Delivery Change Strategy Bryan Blaise (Americas) Rohan Barrett (APAC); Calene van Zyl (EMEIA) Megan Fleming (EMEIA); Pauline Sullivan (APAC); Raza Farooq (APAC)
Management
Engagement Purpose, Vision and Kerryn Ross (APAC) Natalie Johnson (APAC) Sara Hirsch (EMEIA); Roxanna Homer (EMEIA); Laura Scuito (Americas); Sharon
and Experience Case for Change Darwent (EMEIA); Fletcher Trowse (APAC)
Experience Design Kerryn Ross (APAC) Natalie Johnson (APAC) Brendan Arrowsmith (APAC); Brian Blaise (Americas); Seth Greenwald (Americas);
Sarah-Jane Fagan (APAC); Candice Lester (APAC); John Fleming (Americas);
Emma-Lee Knape (EMEIA); Bonnie Austin (EMEIA); Matthew Watt (EMEIA); Maya
Smallwood (Americas); Fletcher Trowse (APAC)
Stakeholder Sara Hirsch (EMEIA) Natalie Johnson (APAC) Heather Dicks (Americas); Sarah-Jane Fagen (APAC); Christopher Vella (EMEIA);
Management, Alessa Munch (EMEIA); Michaela Seckelmann (EMEIA); Jana Kusiek (EMEIA);
Communications and Katharina Hamann (EMEIA); Halyna Soltys (EMEIA); Kim Case (Americas);
Engagement James Bates (EMEIA)
Business Business Readiness Charmaine Jessup Ryan Levine (Americas); Marcus Haddrell Saurabh Mehta (Americas); Cathy Dever (Americas); Jodi Cantafio (APAC), Martin
Readiness Management (APAC) (EMEIA) Devitt (EMEIA), Mike Essex (EMEIA), Duncan Meadows (EMEIA); Julie Searle
(APAC); Marcus Haddrell (EMEIA); Divya Krishnan (APAC); Roxanna Homer
(EMEIA); Ryan Levine (Americas); Jennifer Englehardt (Americas)
Change Impact Analysis Kelly Grant (Americas) Ryan Levine (Americas); Marcus Haddrell Francis Baldinu (APAC): Marcus Haddrell (EMEIA); Cathy Dever (Americas), Jodi
(EMEIA) Cantafio (APAC); Abby White (EMEIA); Martin Devitt (EMEIA); Mike Essex (EMEIA);
Pauline Sullivan (APAC); Victor Simonelli (Americas), Brian Blaise (Americas), Julie
Searle (APAC)
Deployment and Post Lillemor Wortley (EMEIA) Ryan Levine (Americas); Marcus Haddrell Cathy Dever (Americas); Nia Alemor (APAC), Jay Barker (APAC); Roxanna Homer
Go-Live Support (EMEIA); Lopa Ghosh (EMEIA); Bryan Blaise (EMEIA); Divya Krishnan (APAC); Julie Searle (APAC)
(Americas)
Policies and Procedures Lyronica Middleton Kate Skinstad (EMEIA)
(Americas)
Business Role Mapping Lyronica Middleton Ken White (Americas); Stuart McBrien (EMEIA)
(Americas)

Content Leads and contributors (cont.)
Group
Learning Learning Aanisa Kazim (EMEIA) Iain Harrison (EMEIA); Katharina Luh (EMEIA) Aanisa Kazim (EMEIA); Mary Wolff (Americas); James Meadows (EMEIA), Tim
Schiffler (EMEIA); Ian Bird (EMEIA); Surbjit Kaur (EMEIA); Parminder Kaur (EMEIA);
Sarah Arnold (APAC); Kamran Malik (EMEIA); Bhavna Joshi (APAC); Laura Hume
(Americas); Lisa M Smith (APAC)
Organizational Leadership Damian West (EMEIA) Iain Harrison (EMEIA) Tom Weeden (APAC); Steven Davie (APAC); Iain Harrison (EMEIA); Joe Dettman
Alignment (Americas); Micah Alpern (Americas); David Storey (EMEIA); Lauren Bradbury
(APAC); Adam Canwell (APAC); Sharon Darwent (EMEIA); Michael Rafferty (APAC);
Gabrielle Pimstone (APAC); Jo Radford Cutler (EMEIA); Juliet Andrews (APAC);
Damian West (EMEIA)
Organization Design Rohan Barrett (APAC) Aditi Kejrwal (EMEIA) Ann Saudek (Americas); Jo Jobson (EMEIA); Benno Sorensen (EMEIA); Andy
Rumbles (EMEIA); James Bailey (EMEIA); Idris Memon (EMEIA); Victoria Gibson
(APAC); Rachel Collins (EMEIA); Sian Hartnett (EMEIA); Matt Watt (EMEIA); Cherie
Posada (Americas); Georgie Gates (APAC); Leischen Grant (APAC), Pauline
Sullivan (APAC); Jane Chapman-Leach (EMEIA); Jo Jobson (EMEIA)
Talent and Strategic Kate Skinstad (EMEIA) Nathan Sasto (EMEIA); James Bailey (EMEIA); Ann Saudek (Americas); Jo Jobson (EMEIA); Benno Sorensen (EMEIA); Andy
Workforce Planning Rachel Collins (EMEIA) Rumbles (EMEIA); James Bailey (EMEIA); Idris Memon (EMEIA); Victoria Gibson
(APAC); Rachel Collins (EMEIA); Sian Hartnett (EMEIA); Tony Wallace (APAC); Idris
Memon (EMEIA); Ann Saudek (Americas); Cherie Posada (Americas); Georgina
Gates (APAC); Kylie Underdown (APAC); Aditi Kejrwal; Jane Chapman-Leach
(EMEIA); Jo Jobson (EMEIA)

Content Leads and contributors (cont.)
Group
Sustainable Knowledge Transfer Katharina Luh (EMEIA) Aditi Kejriwal (EMEIA); Elizabeth Oxborrow Cristina Pratelli (EMEIA); Theresa Will (EMEIA), Alessa Münch (EMEIA); Ryan
Capability (EMEIA); Michelle Dodds (EMEIA) Levine (Americas); Laura Hume (Americas); Mary Wolff (Americas)
Development
Change Capability Elizabeth Oxborrow Katharina Luh (EMEIA); Aditi Kejriwal (EMEIA); Michelle Gifford (EMEIA); Divya Krishnan (APAC); Cathy Dever (Americas); Tim
Development (EMEIA) Michelle Dodds (EMEIA) Schiffler (EMEIA); Deniz Kayadelen (EMEIA); Alessa Munch (EMEIA); Michelle Oden
(Americas); Tim Garippa (Americas); Julie Searle (APAC); Chris Wever (APAC)
Business Enablement Lillemor Wortley (EMEIA) Asif Khan (EMEIA); Becky Bach (Americas);
Elizabeth Fealy (Americas); Arul Mayavu
(EMEIA)
Adoption Behavior Change Louisa Blain (EMEIA) Bryan Blaise (Americas); Iain Harrison (EMEIA);
Adam Dreyfus-Gibson (EMEIA); Maya
Smallwood (Americas); Damian West (EMEIA)
Benefits Nadia Meer (EMEIA) Maya Smallwood (Americas); Ryan Levine Aditi Kejriwal (EMEIA); David Storrie (EMEIA); Tushaar Dahr (APAC); Alessa Munch
(Americas); Arul Mayavu (EMEIA); Marcus (EMEIA); Christopher Vella (EMEIA); Jennifer Englehardt (Americas); John Fleming
Haddrell (EMEIA) (Americas); Roxanna Homer (EMEIA)

Technology and tools
Summary contacts
Org Talent Hub Stakeholder

Elisabeth Sealy Management
Todd Middlemis Eric Biegansky
Competency Communications
Assessment Analytics
TBC Eric Biegansky
EY Change Insights
Anna Kahn
Change Impacts
Training Needs Natalie Johnson qualitative tool2
Analysis tool Geraldine Mann Francis Baldinu
TBC Adam Dreyfus-Gibson Pauline Sullivan
Leischen Grant Ellia Vyzas
Tushaar Dhar
Learning Analytics Bonfyre / Inside

Kamran Malik Board / Microsoft
Surbjit Kaur Other
Parminder Kaur Maya Smallwood
Key
Digital Learning
Benefits Existing EY tool functionality
Platform
Kamran Malik Tracking Existing external tool
Surbjit Kaur Erin Railton Tool currently under development
Parminder Kaur
New tool/functionality would be required
Page 298
More information: Global Change Experience SharePoint To be replaced with our discover site when it is created. .
https://sites.ey.com/sites/thechangeexperience/Sitepages/Home.aspx

Thank you
Page 300
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Ernst & Young LLP

© Ernst & Young LLP. Published in the UK.
All Rights Reserved.
ED None
EY-000074835-01 (UK) 10/18. CSG London.
The UK firm Ernst & Young LLP is a limited liability partnership registered in England and Wales
with registered number OC300001 and is a member firm of Ernst & Young Global Limited.
Ernst & Young LLP, 1 More London Place, London, SE1 2AF.
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EY Change Experience Playbook

Purpose of this document

Page 2 EY Change Experience Playbook

Page 3 EY Change Experience Playbook

EY’s Change Experience

Change Experience for

6 Selected credentials Page 241

Global contacts, contributors

Page 4 EY Change Experience Playbook

Page 6 EY Change Experience Playbook

Introducing our new global Change Experience approach

help the organization

Page 7 EY Change Experience Playbook

The EY Change Experience approach

transformation. However, we recognize ► Process and functional designs

our teams will work collaboratively with ► And many more

clients to select the mix that is right for

Page 8 EY Change Experience Playbook

Page 10 EY Change Experience Playbook

Page 11 EY Change Experience Playbook

Innovation drives increased Change is no longer linear with

Digital acceleration and Evolving expectations for tailored,

Page 12 EY Change Experience Playbook

Successfully effecting change today is complex. It is increasingly

EY’s Change Experience approach considers

Page 13 EY Change Experience Playbook

Increasingly, change approaches must also help people and the

Empathy with people impacted by change is essential to

Co-creation is an imperative, as the complexity is too great

Evolution of mind-sets and behaviors requires application

Page 14 EY Change Experience Playbook

Amidst growing disruption, increased complexity

70% 84% 90% ► Absence of data-led decision making

► Misalignment with human experiences and

Page 15 EY Change Experience Playbook

Page 16 EY Change Experience Playbook

We build a better working world by delivering the best

Delivered through an agile and iterative approach.

Page 17 EY Change Experience Playbook

How we offer a distinctive and differentiated change experience

► Immersive and tailored engagement ► Leveraging available data and analytics

Page 18 EY Change Experience Playbook

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Quantitative and digital Qualitative and

Historical and descriptive custom Interactive views that aggregate insights,

Page 20 EY Change Experience Playbook

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3 8 Think big, start small

Page 23 EY Change Experience Playbook

Our approach is 1. Why 5. Align the organization

Page 25 EY Change Experience Playbook

Change Experience your purpose and outcomes?

An adaptive approach to change,

Page 26 EY Change Experience Playbook

► Cut-over, post go-live support

and tracking Review

► Develop training material linked to transition to new

Page 27 EY Change Experience Playbook

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Key:  Applicable  Not Applicable  Partially Applicable

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