Giving Power to the People: Strategies for Successful User Adoption

Jacob MacIntyre

Analyst, Portland General Electric

Marykate Gass

Sales Engineer, Intuit QuickBase

#EMPOWER2015

Jacob MacIntyre

Jacob has worked in various roles on large construction projects, including civil, industrial, and hi-tech. More

recently, as an analyst in the utility industry, he has focused on work execution management, process analytics,

KPI’s and building QuickBase solutions to integrate systems and processes.

Jacob has an MS in Construction Management from the University of Washington. He and his wife have four

children in Portland, OR

Marykate Gass

Marykate previously worked as a Mechanical Engineer designing hardware for Helicopter Jet Engines. She soon

noticed she was a bit more outgoing than the other engineers and decided she wanted a more customer facing

role. She has been working at Intuit QuickBase for the past year.

Marykate lives in small town in Northern MA with her husband. They are expecting their first child this September!

Bios

#EMPOWER2015

① Two Stories, Two Angles

② Define the Players

③ Change: Management vs. Readiness

Agenda

#EMPOWER2015

① Maximize User Adoption

② Learn Implementation Strategies

③ Change Management Models

What are the Benefits?

1 Two Stories, Two Angles

#EMPOWER2015

① Private Mechanical Construction

Company – Bottom Up

Angle of Adoption

② Publically Traded Vertically

Integrated Utility – Top Down

#EMPOWER2015

• Intel employs ~ 16,900 people in Oregon

• Intel’s “Ronler Acres” - 9.3 million square feet of manufacturing space

• Most recent fab construction - “D1X” ~$3B

• Utilized world’s largest mobile crane

– 220 semi-trucks

– Capacity of more than 2600 US tons

• Mechanical Contract – over $100M

Intel - D1X Mod 1

#EMPOWER2015

#EMPOWER2015

No… My crane is bigger

#EMPOWER2015

#EMPOWER2015

VP

1 Buyer 4 Designers 3 Admins 5 Engineers 1 Scheduler 1 Doc Control

Project Manager

Mechanical Construction Company

#EMPOWER2015

① Nobody likes an angry mob

② Sell at the problem layer

③ Build small solutions that can later be tied together

④ Nobody likes an angry mob (turn mob against the resistance)

The Bottom Up Approach - Recap

#EMPOWER2015

①Private Mechanical Construction

Company – Bottom Up

Angle of Approach

②Publically Traded Vertically

Integrated Utility – Top Down

#EMPOWER2015

• Utility Plant Assets - $7.6B

• Revenue - $1.8B / year

• ~2600 Employees

• Power Generation – Coal, Natural Gas, Hydro, Wind

• PSES (Power Supply Engineering Support ) ~ 80 People

Portland General Electric

#EMPOWER2015

PSES

NaturalGas

Wind

Hydro

Coal

Our Plants = Our Customers

• Survey, Design & Drafting

• Engineering Services

• Construction Management

• Budget Support

• Project Coordination

• Plant Operational Support

• Cyber Security

• Et Cetera

#EMPOWER2015

General Manager

15 Designers 3 Admins 40 Engineers 3 Cost Control 15 Other

5 Functional Managers

Power Supply Engineering Services (PSES)A Project Management Office

Generation Plants

• Managers

• Support Staff

#EMPOWER2015

① Sell to those Who have the Problem

② Build a Solution Concept

③ Find Relevant Cultural Artifacts

The Top Down Approach

2 Define the Players

#EMPOWER2015

Define the Players

U

U – Users

D – Developers

S – Sponsors

D

SYOU

#EMPOWER2015

Define the Players

U

U – Users

D – Developers

S – Sponsors

DS

YOU

#EMPOWER2015

Define the Players

U

U – Users

D – Developers

S – Sponsors

D

SYOU

#EMPOWER2015

Define the Players

U

U – Users

D – Developers

S – Sponsors

D

SYOU

#EMPOWER2015

Sketch out the story

Judgement takes place in the first few minutes of a new concept

Know the difference between cool and useful

Know yourself

Find trusted partners

A Recap of Tips

3 Change: Management vs Readiness

#EMPOWER2015

①Change Management Models

Change: Management vs Readiness

②Recent Studies on Change “Readiness”

#EMPOWER2015

Formula for Change (Gleicher / Dannemiller):

D * V * F > R

Change Management Models

Dissatisfaction * Vision * First Actions > Resistance

#EMPOWER2015

ADKAR (ProSci)

• Awareness of the need to change

• Desire to support and participate

• Knowledge on how to change

• Ability to implement required skills and behaviors

• Reinforcement to sustain the change

Change Management Models

http://www.prosci.com/adkar-model

#EMPOWER2015

• Formula for Change: D * V * F > R

•ProSci’s Model: ADKAR

Change Management Models

Current Change Desired

#EMPOWER2015

•Center for Effective Organizations

•Change Readiness is the new Change Management

Recent Studies from USC

#EMPOWER2015

Current

Change

Next

Change

Next

Change

“…everything that we've said...supports the

notion of all the different tools that we've talked

about, it simply moves it from a being a top-

down and event driven kind of process to

becoming part of the natural processes of the

organization…”

- Sue Mohrman, Change Management Webinar

Change Management is Changing

http://ceo.usc.edu/webinar/webinar_top-down_bottoms-up_ou.html

#EMPOWER2015

•Decide on the angle of approach

•Define the players

•Build a culture of change

Wrap Up

Q&A