Category: Change Management


User Experience Scenarios: The Next Wave of Change Management

Systemscope’s Kathy Roy championed “The Next Wave of Change Management” to some 200 IT industry attendees of the 2014 Developing Professionalism in Informatics (DPI) conference on May 21, 2014 at the Ottawa Convention Centre.

Roy explained how development of user experience scenarios help show how people will use and experience change in a future state. Scenarios are used to minimize impacts and deliver more successful projects.

Download the presentation: Systemscope_User Experience Scenarios – May 2014

Free User Scenario Tool

Our user scenario tool is used to not only illustrate process detail, but also to capture the impact on individual behaviour and the benefits to be derived by the change (what Roy calls WIIFE, or “What’s In It For Me?”).

For a free Visio  and PDF version of the tool, please send an email to Denise Eisner with your name, title and organization.

A Transformation Midterm Report

Organizations are implementing many complex changes concurrently and within short time frames. Senior leaders continually add new priorities to their organizational workloads, ensuring a perpetual state of transition. We continue to expect staff to deliver quality services and products to internal and external clients. It’s official, we have entered a state of being over-committed.

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Priority Agenda Items for Senior Leadership Committees

Through working within the public sector transformation over the past four years, I have witnessed the state of perpetual transition playing out across government departments and agencies with startling consistency. It’s no surprise that within the current climate, staff is struggling with the concept of a clear vision of the future.  When everything is in transition, and there appears to be no end in sight – this is a very common challenge.  read more

The Manager Dilemma: How do I lead others when I don’t even agree with the change myself?

Change management is fast becoming a competency required by managers given the amount of organizational change underway in the workplace.  In response, managers attend change management training that will transform them into effective advocates for change.  In theory, that sounds great.  In practice, I haven’t seen it work.  The problem lies in the assumption that managers fundamentally believe in the change or corporate direction.  What if they don’t?

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