Organizational Change

Our Business Advantage Consulting team provided services , using the Prosci®/ADKAR® methodology to design, create, pilot and help implement enterprise-wide internal OCM program and capabilities. The OCM Project included development and implementation of a full scalable OCM framework, including tools, templates and repositories for OCM organizational assessments, stakeholder engagement, communications management, training, transition readiness, and Go Live support. The project scope included helping build and mentor an internal DCSS OCM team and perform OCM support work on selected pilot DCSS IT projects.

Business Advantage Consulting facilitated the Department of Rehabilitation’s development of a new Vocational Rehabilitation Service Delivery Model that was Piloted and evaluated prior to statewide implementation. For the Pilot, Business Advantage prepared and managed organizational change and project management documents, a communication plan, and a pilot evaluation plan; led multiple project teams staffed by Department management to redesign business processes; orchestrated department-wide and external stakeholder communications related to organization change and union notifications; gained approval of new duty statements and personnel allocation model; developed and provided training on new service delivery processes and team formation concepts; and developed and implemented a plan for evaluating 16 teams piloting new service delivery processes. Working with and supporting each of these teams as well as a project steering committee, our OCM consultant helped evaluate Pilot results; designed and gained approval of a final service delivery model; adjusted personnel allocations as needed; developed new team formation and change management training materials; and facilitated the development and implementation of change management strategies.

Business Advantage Consulting provided services to HP to review, analyze, improve and manage their CalWIN Project Management Office (PMO) as well as provide project management services to ensure successful delivery of their multi-million dollar project portfolio. The implementation of the redesigned PMO included effectively transitioning to the new organization model by applying change management tools and methods.  A partial list of OCM activities includes strategic and business planning; a review of current performance; stakeholder engagement and management; organization design/structure; staff selection, training/mentoring; staff allocation; strategic organizational communications; designing and conducting team-building and relationship-building activities; and portfolio-level and project-level communication planning and management activities.

Business Advantage Consulting provided transition management services to prepare staff and the organization for changes associated with the implementation of the new my|CalPERS system.  My|CalPERS is a system that facilitates the access of pertinent data and applications online, replacing 49 legacy systems.  The first phase of the project prepared CalPERS staff for the workforce transitions associated with the new my|CalPERS system. The second phase focused on operational efficiency opportunities across the enterprise.  Our OCM consultants had responsibilities that included: supporting transition of Data Reporting and Change, Configuration and Release Management activities; developing, facilitating and supporting improvement opportunities (changes); conducting Change Readiness Assessments, evaluating responses and reporting results to maintain feedback loops with CalPERS staff; developing division specific transition plans, and SCO priority error and On-line Help transition plans; developing Transition Plans for the onsite SCO staff and project supported Online Help staff; and supporting the Document Capture, Document Management, Document Distribution and mailroom activities.

Business Advantage Consulting led organizational impact and change management efforts for the enterprise-wide Business Problem Analysis (BPA) Project.  Our OCM consultant’s successfully created a foundation for IT strategy for the next decade. Project results: Organizational design and transition management expertise; created a BPA project communication plan; conducted discovery interviews with stakeholders and subject matter experts; facilitated organizational team sessions specific to systems of work; created “As Is” Organizational Profiles, “To Be” Organizational Models, Gap/Roadmap Tables, and Organizational Risk list for multiple systems of work and enterprise services; created an Organizational Change Management Plan and conceptual change management framework for use in implementing the opportunities; facilitated sponsor validation sessions for each Tax Business Opportunity (TBO); and created and made presentations to FTB stakeholders, Governance Council and TBO sponsors as needed throughout the BPA project lifecycle.

Business Advantage Consulting delivered organization design and transition planning services to the California Office of Systems Integration organization units that included the Project Management Office, Strategic Planning and Alignment Office, and the Enterprise Architecture Office. Facilitated the development of an OSI Operational Improvement Plan and Strategic Plan, department governance framework, and IT portfolio project intake tools.

Business Advantage Consulting developed and facilitated implementation of a Strategic Communication Plan, working closely with the Communication Management Officer and Chief Architect for the California Legislative Data Center, the California Legislative Counsel Bureau and the Legislative Counsel of California.

Business Advantage Consulting developed and facilitated implementation of Communications Management Plans including a Strategic Plan, Operational Plan and Work Plan.

Business Advantage Consulting reengineered the Customer Contact Center to become the Enterprise Customer Contact Center. The OCM team provided management and analysis including reengineering and implementing processes, technology, people and organizational changes. The design created $2M savings annually. Developed training curriculum and delivered training and enterprise orientation of the new unit’s existence and purpose within CalPERS.