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I will use the same system as in the topic 1. My organization successfully implemented as well as adopted a finance application to better manage the finance data of our clinic. I believe that the organization handled the change quite well. I will outline how they handle the change with ADKAR model.
Awareness: One of the reasons why it was successful was due to the clear communication between head of operation and the finance staff why they need the change. It was a great first step.
Desire: The finance staff as well as management team realized that it was burdensome and overwork the remaining two staff to handle the manual ledger and tracking. Therefore, the staff, who are the end-user of the system, expressed a strong desire to adopt the new application to save time and resources.
Knowledge: After procuring the application, the organization hold a two-day hands-on training with the staff with a professional who had been using the application for some years. It provided them necessary practical skills and knowledge related to the application.
Ability: Of course, the first month was a kind of a rough path. They made some mistakes and faced some system errors. However, the professional who trained them, offered additional support during those times. Finally, they became more efficient in using the application.
Reinforcement: The head of operation oversees the adoption of the application and listened to their feedback. Additionally, he offered moral support as well as provided positive recognition of the improvements of the staff.
To conclude, the system was successful because the organization handled the change very well. The staff and the stakeholder had the awareness as well as strong desire of the need to the change. Additionally, the clinic provided necessary technical support and hands-on training along the process. The recognition and support from the head of operation was also instrumental in the success of the system.
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Your organization did a great job implementing the finance application by following the ADKAR model. Clear communication, staff motivation, and hands-on training helped make the change smoother. The additional support during the process and positive recognition also encouraged the team to use the system effectively.
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Following the effective implementation of SAP Business One (Enterprise Resource Planning (ERP) solution) inside the pharmaceutical company. In my opinion, the process of change was well managed. I will explain how they manage the change using the ADKAR model as follows;
Awareness: The organization effectively communicated the need for SAP Business One, highlighting how it would improve processes and enhance efficiency within pharmaceutical operations.
Desire: Leadership likely fostered a positive attitude toward the change, engaging employees by addressing their concerns and illustrating the benefits of the new system, thereby creating a desire to support the implementation.
Knowledge: Comprehensive training and resources were provided, ensuring that employees understood how to operate SAP Business One and its features. This knowledge transfer was crucial for effective adoption.
Ability: Employees were likely supported in applying their training, with hands-on practice and access to ongoing support, enabling them to use the system confidently in their daily tasks.
Reinforcement: Post-implementation, the organization probably implemented mechanisms to reinforce the use of SAP Business One, such as ongoing training sessions, performance metrics, and recognition of employees who excelled in utilizing the new system.
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Hello Siriluk, thank you for explaining how ADKAR model was applied in implementing SAP B1 project. Yes, I agree with you that effective communication of the need to change between leaders and other members play an instrumental role in the success of your project. Additionally, regular support throughout the implementation has also ensured the success of the project.
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Based on the use of a computerized physician order entry (CPOE) system within the electronic medical record (EMR) for inpatients (IPD) from Topic Discussion 1, I think the transformation process was handled well, but there are some areas that could be improved. Here’s how the ADKAR model applies to the situation.
Awareness: For the change to be successful, all involved parties (doctors and staff) must be fully aware of why the CPOE system is being introduced and its benefits. We started with departments where doctors were willing to cooperate, indicating a level of awareness. However, since one department stopped using it, there may have been gaps in ensuring that all stakeholders understood the need for the system. More communication is needed to ensure everyone understands the reasons for the change.
Desire: Desire is crucial because it reflects individuals’ motivation to support the change. The fact that one department stopped using the system, including those that have not yet adopted the system, indicates that desire was not fully fostered across all departments The hospital may need to focus on motivating staff by addressing their feedback and highlighting the potential benefits for both the hospital and patients. Involving potential users in the development process can also help create a sense of ownership.
Knowledge: The system was implemented in four wards, which means some knowledge transfer occurred. However, for wider adoption, the hospital needs to provided training, guideline resources, and support team to the users that aware and willing to use the new system.
Ability: Provide on-site coaching, hands-on practice, address specific barriers, and ongoing support for the using CPOE system.
Reinforcement: The hospital needs to ensure ongoing monitoring, feedback, and rewards for departments or staff that successfully use the system.
Overall, the hospital made some progress in managing the change. Strengthening the approach in areas such as desire, ability, and reinforcement could improve the sustained success of the system’s implementation.
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Hello Wannisa, thank you for sharing your thoughts on ADKAR model on your project. Yes, I agree that there is the need to foster the effective communication why there is need to change and the desire from all parties involved. Like you mentioned, there was one department that stopped using the new system, maybe because they do not fully understand why there is a need to change. It highlights that effective communication is one of the cornerstone of change management.
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Based on the Topic 1 discussion, Changing the manual system to a Digital system on the pharmacy management system. The following points on thinking about the ADKAR model on that project
Awareness: Transitioning from a paper-based system to a digital one, highlighting the benefits of data entry and retrieval, as well as the centralized organization of all data. This structured approach enhances the data management process and boosts efficiency in the pharmaceutical field. It facilitates clear communication between the logistics team (pharmacy staff) and the M&E team regarding the reasons for the necessary changes.
Desire: The logistics team recognized that both their workload and the pharmacy staff could manage the paper-based tracking with a manual ledger book, while these staff members also made use of the new application.
Knowledge: Before launching the application, the logistics and M&E team conducted practical training sessions with the staff, including professionals in development and pharmacy. They provided effective training and human resources to ensure an understanding of how to operate the system, resulting in successful skill transfer.
Ability: After launching the application, the first month was very challenging, and we struggled to manage the monitoring checklist. We encountered some mistakes and application errors, which made the process difficult for around three months.
Reinforcement: Gather feedback from end-users and provide support to enhance the application, while also ensuring that the specific staff members are held accountable.-
Hello Aye, yes, effective communication between M&E team and pharmacy staff is one of the good step in change management. Additionally, it is a good thing to recognize and reward as well as hold accountable for the change management. It would have been a great project, but technical difficulties were one of the great barrier to the success in this case.
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The example I provided in the previous discussion primarily stemmed from the startup’s (developers) decision not to fully operate the business after its launch. On the flip side, there is also a need for change management in users/customers even if the developers operate their business.
Regarding awareness, while the startup looked for dental clinics where the change for a software system was needed in the beginning before the software development was initialized, some users were not aware of features included in the software to solve their business problems such as monthly revenue reporting. This is because there was no effective communication in conveying the functionality of the software with their business problems.
As for the desire, some users reported that they were pushed back to the traditional system based on paper. While the clinic founder had the desire to digitize the solution, their clinic staff instead reverted to their habit of recording on paper.
Concerning knowledge, most users are not fully aware of the features included in the software. A comprehensive onsite hands-on training will be required.
As for the ability to practice, they should be encouraged by the clinic founder or manager to get familiar with the system.
While reinforcing to utilize it, the startup should collect their barrier in using the software so that they can incrementally get the updates.
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Let me share the information from the previous scenario which was failed.
Awareness: The organization itself is not aware on the system thinking approach which make vertical promotion of the system. Desire: Each separate team want to focus only on their works and functions. Knowledge: Limited knowledge on the systematization and system thinking within the organization. Organizational change management would help to improve optimization between the sub systems. But organizational leadership involvement in this process is critical. -
follow the same system as in the topic 1 about modelling fitting.
Awareness: The success was due to understanding that a model was needed, ensuring data quality, selecting the right data to fit the model, and effective communication within the team.
Desire: The team was motivated by the goal of creating a highly accurate and flexible predictive model that could adapt to different datasets.
Knowledge: I received adequate training on both the technical and practical aspects of the model. Through weekly updates, we identified and addressed any gaps in our understanding or implementation.
Ability: Weekly updates helped keep the model simple, and the team showed it could work with the system. However, if there were gaps in users applying their knowledge after training, this could be a concern.
Reinforcement: The organization reinforces the change with weekly updates. Long-term success will depend on continuous support and motivation for users.
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