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This is mainly due to the fact that attention in such projects is primarily focused on the piloting and its technical implementation. The actual rollout and user acceptance at the various locations are given comparatively little attention in project management - too little.
However, a whole range of factors critical to success must be taken into account when planning the rollout and choosing the approach: In complex, international projects, all aspects of Change Management must be taken into account in rollout projects. If there is little time available for a large rollout, special acceleration approaches such as the Rollout Accelerator should be considered.
If the rollout is to take place simultaneously at many locations, experts are needed who know the special features of big bang rollouts. Apps are a typical example of big bang rollouts, as they often go live simultaneously in the largest markets and on a specific date. As apps play an increasingly important role for companies, the significance of the particularly challenging big bang strategy is also growing - an enormous challenge for rollout management.
01 Rollout management
Rollout means something like introduction or market launch. In the business context, this refers to the project phase within Change Management in which the changes developed are implemented at several locations simultaneously - both nationally and internationally.
While the term was used almost exclusively in connection with the installation of new software and hardware until the early 2000s, it is now also used in the general corporate context for processes of all kinds. As part of a rollout, new work processes, methods and cultural changes are applied in a company.
To do this, it is necessary to appoint a rollout manager. This person is responsible for developing a rollout concept and the associated processes. They are also responsible for planning, coordinating and controlling the process and coordinating all team members, suppliers and other stakeholders involved. If the process represents a change for the target group, the rollout manager also plans suitable Change Management measures to ensure that the employees affected are open to the change and do not react to it. They ensure that installation, integration, commissioning and customer acceptance are carried out on time and in the required quality. The manager also monitors the rollout plan, initiates corrective measures if necessary and reports regularly to management.
Rollout with CPC - our process from conception to implementation
The creation of a suitable plan is of fundamental importance for a planned rollout process. CPC develops this together with its customers. It contains a detailed list of all delivery items and work packages, including the time sequence, dependencies and responsibilities required for the process at various locations. It is drawn up before the start of the process and is continuously updated during the course of the project. The plan is intended to facilitate systematic coordination and implementation. As it is typical for projects of this type that the same or similar activities are carried out at many different locations, the rollout plan essentially contains very similar sub-plans for the different locations, which nevertheless take into account all location- and country-specific features.
Building on the planning, our rollout management includes all processes related to implementation and controlling. Finally, the rollout closure collects the lessons learned in order to use what has been learned for subsequent rollout locations and future projects.
Defining the rollout strategy
With the rollout strategy, we determine the time sequence in which applications, processes, etc. are rolled out at the various locations. If the changes are to take effect step-by-step, i.e. sequentially from location to location, experience, knowledge and problem solutions from previous steps can be passed on. In this way, it is possible to avoid effort and problems. However, the lead time from the first to the last location is very long. In a big bang rollout, the aim is to introduce the applications, processes, etc. at the same time. This can minimize the lead time, but the implementation risk and coordination effort are significantly higher than with a step-by-step solution. In the case of a change in several waves or phases, an attempt is made to combine the advantages of the step-by-step rollout with those of the big bang strategy: On the one hand, this can significantly reduce the lead time of the entire process compared to the step-by-step strategy; on the other hand, the experience and problem solutions from the previous wave can be incorporated into the next step.
Determine factors for a successful rollout
Before we can get started, we articulate individual process steps in the model at high level and detail level. The high-level planning covers the individual rollout phases or waves. The detailed level planning breaks down each phase of the process to the work package level per location. The following factors are critical to success when creating the process model:
- Putting together the responsible team: When working with our client, we always make sure that the team members complement each other perfectly. It is important that those employees who are operationally responsible for the rollout are on board right from the start.
- Involvement of the employees affected: We do not just reduce the process to technical and procedural requirements, but always keep an eye on the needs and reservations of the employees affected by the change. This sets our concept apart from the usual ones. We always adapt our approach to the customer, involve those affected in the process and motivate them to actively participate. This results in greater acceptance among all those involved. In the case of international rollouts, it is also important to take cultural particularities into account.
- Creation of a communication concept: In every rollout project, there are different target groups with very different needs and perspectives on the change. With our communication concept, we ensure that all target groups involved are addressed.
- Enabling the rollout team: A key success factor of our approach is the holistic enabling of the team. The site managers must internalize the process model and its central components very well. They must be able to adapt the systems, applications and processes to be rolled out to the local cultural and legal characteristics together with the employees on site.
- Selection of suitable training methods and formats: When selecting training methods, the expectations of the employees affected by the rollout and the complexity of the change must be taken into account. Our methods range from web-based training to conference room simulations in which processes and systems are tested in a practical setting.
- Central management: During implementation, we take on the role of planner and coordinator for the central management of all rollout activities, both nationally and internationally. On request, we can also take on the role of local manager at particularly critical locations.
- Optimization of the process model: Large, international rollouts typically take place in several waves. We ensure that both the process model and the communication concept are continuously developed together with the rollout team after each wave at the latest. In this way, we ensure that the process becomes increasingly efficient.
Selecting suitable training methods and formats for the rollout
The appropriate training methods and formats must be selected depending on the complexity of the change and the expectations of the employees affected by the rollout. In particular, it is important to decide how much interaction with employees is required in order to explain the change and make it tangible. This results in various approaches for a successful migration concept.
Rollout via e-mail
Application:
- Employees are informed in detail by e-mail about the expected change. The notification also contains corresponding new instructions.
Complexity of change:
- The format is particularly suitable for smaller changes that leave no room for misinterpretation.
User acceptance/ change resistance of the employees concerned:
- As a rule, a rollout via e-mail is suitable for changes with a high level of acceptance without queries.
Introduction via training video
Application:
- New processes or tools are explained step by step in a training video rollout.
Complexity of change:
- The use of a training video is particularly suitable for changes with a medium impact on existing work processes. The format can be used to explain rollouts in detail with little room for misinterpretation.
User acceptance/ change resistance of the employees concerned:
- The video format supports change processes with a high level of acceptance, where queries are generally not to be expected.
Rollout via online session
Application:
- Remote training sessions between trainers and employees can be realized by means of an online session or a webinar. The rollout takes place via direct interaction and real-time practice of the changes.
Complexity of change:
- The method is suitable for medium-scale changes that leave room for misinterpretation.
User acceptance/ change resistance of the employees concerned:
- Online sessions accompany changes with a generally high level of acceptance, although queries are to be expected.
Rollout via web-based training
Application:
- Web-based training is suitable for a global rollout with a tight timeline, where tracking of individual understanding is also desired.
Complexity of change:
- The training method ideally accompanies a medium change that contains potential for misinterpretation.
User acceptance/ change resistance of the employees concerned:
- Rollout acceptance is generally medium to high. In any case, some questions (FAQs) are to be expected.
Rollout via on-site training
Application:
- Training should always be used when face-to-face interaction is necessary to explain the desired change and prevent misinterpretation.
Complexity of change:
- The on-site training accompanies medium changes that leave room for misinterpretation.
User acceptance/ change resistance of the employees concerned:
- The training is suitable for supporting rollouts with expected medium acceptance, which are accompanied by a number of questions.
Rollout via coaching
Application:
- Supporting changes with coaching is always suitable if the rollout requires active work with the new processes, tools, apps, etc. Rollouts in which individual challenges regarding the change need to be solved and multipliers need to be trained also ideally use a coaching format.
Complexity of change:
- Coaching ensures the smooth implementation of change with high business relevance and plenty of room for misinterpretation.
User acceptance/ change resistance of the employees concerned:
- Coaching is always a suitable format if the desired changes only meet with medium to low acceptance and many questions are to be expected. Change processes that require practicing and repeating can also be supported by coaching.
Implementation via simulation
Application:
- A simulation accompanies rollouts of new processes, tools, apps or other changes with high business relevance. The format also provides suitable support if the process requires face-to-face interaction between different areas of the company or if there is a need for country-specific adjustments. If the change itself needs to be optimized, a simulation also supports this.
Complexity of change:
- Simulations are the right format when the desired change is drastic and leaves a lot of room for misinterpretation.
User acceptance/ change resistance of the employees concerned:
- Simulations facilitate rollouts with medium to low acceptance, where many questions are to be expected. Simulations can also be used to support changes that require thorough practicing and repetition.
Rollout via reality training
Application:
- Reality training, i.e. training under realistic conditions in a protected space, supports the introduction of new processes and methods with high business relevance. This includes, for example, comprehensive cultural changes such as the introduction of leadership culture.
Complexity of change:
- Reality training accompanies drastic changes that leave plenty of room for misinterpretation.
User acceptance/ change resistance of the employees concerned:
- Without the concrete experience of a "before and after" situation, acceptance is likely to be low. Reality training provides the experience in a protected environment.
Rollout with CPC - the benefits for our customers
Highest efficiency
A rollout usually requires a lot of personnel. In addition, enormous operating costs are incurred because, for example, old and new systems run in parallel for some time. Every extra project day therefore has a negative impact on the budget. CPC guarantees you an excellent conception of the process with maximum effectiveness. This saves you resources.
Extreme time saving
Our project management guarantees fast, sustainable and reliable implementation of the entire process. As a result, business potential is exploited more quickly, which in turn leads to an increase in sales. For example, if a sales system is introduced more quickly, products can be sold sooner. By using proven rollout method modules, you save up to 70 percent of the conventional time required.
Sustainability
Our concept can be reused for subsequent rollout projects. This results in further savings potential for you.
Employee acceptance
Information deficits and a lack of knowledge quickly lead to frustration among those involved. CPC prevents these effects in advance by actively Change Management.
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02 Change Management in rollout projects
In the past, companies with several national and international locations have increasingly decentralized their organization, governance and IT infrastructures in order to be faster and more flexible in the market and with customers.
Today, in the course of digitalization, a completely different requirement is emerging: decentralized data and systems must be linked with each other in order to react more quickly to changes and establish new business models, products and offerings.
This development means that IT systems are becoming more integrated throughout the entire organization. As a result, there is a need to harmonize organizational structures and processes and to standardize management structures, roles and responsibilities in the decentralized areas.
The "right" rollout management is crucial to ensuring that companies actually realize the planned benefits. A key lever here is the preparation and support of managers and employees through a suitable Change Management.
The challenges in the rollout
Rollout means something like introduction or market launch. In a business context, it refers to the project phase in which changes are implemented at several locations in a defined sequence or simultaneously - both nationally and internationally. While the term was used almost exclusively in connection with the introduction of new software and hardware until the early 2000s, it is now also used in the general corporate context for processes of all kinds: As part of a rollout, new work processes, methods and cultural changes are applied in a company.
For a rollout project to be successful and the desired goals to be realized - especially if many locations in different countries and regions are affected - Change Management is indispensable.
The company-wide implementation of harmonized solutions is often underestimated. This is because project managers focus their attention primarily on the technical implementation and its piloting. A key challenge is that there is insufficient acceptance among those affected. A lack of transparency and inadequate handling of tensions and conflicts often lead to delays or even failure of the rollout.
A feared potential loss of power among managers also prevents a successful rollout. A centrally introduced and controlled system can mean that the company's own decision-making and control framework is restricted. This can lead to strong resistance and, in extreme cases, to limited implementation control if the implementation of the new organization is the responsibility of site managers.
Complexity and user acceptance must therefore be managed above all during the rollout. Depending on the scope and complexity, an integrated rollout strategy and planning based on Change Management aspects is crucial. The complexity can relate both to the solution to be implemented and to "challenging" countries, locations and organizational units.
The 9 change factors for a successful rollout:
Change factor 1
Understanding the complexity of the rollout
If processes, procedures, IT systems and organizational structures change or are newly introduced as part of the rollout project, managers and employees must be involved to ensure that the change is successful. This is time-consuming. The complexity of the rollout increases if a high implementation speed and parallel implementation in different countries is required. It also increases if there is a need to adapt the standard solution for certain regions. From a program perspective, it is important to assess these aspects correctly. They have a decisive influence on the correct allocation of budget and resources as well as realistic implementation planning.
Change factor 2
The sponsors as a "Guiding Coalition"
The importance of the initiating sponsors and their influence on successful projects is generally known - and this also applies to large rollout projects. The Change Management ensures that the sponsors form a "Guiding Coalition" and agree on a clearly formulated change story. The change story is essential so that the sponsors speak a common language, communicate the objectives of the rollout project in a uniform manner and are clear about which countries, departments and employees are affected.
The role of and expectations of the Guiding Coalition must be clearly defined and actively managed. There must be agreements on how and when the members of the Guiding Coalition become active. A trusting relationship is essential. Large projects often run for several years. This can lead to personnel changes. New members must then be recruited in a targeted manner in order to successfully manage the project in the long term.
Change factor 3
Local sponsors for the locations and countries
Site managers or country managers should be involved at an early stage as local sponsors. Not just for information purposes, but ideally to work with the Guiding Coalition to develop an exact picture of the changes that the rollout will bring for the entire company and the employees affected. This allows the local sponsors to contribute important location- and country-specific criteria, influence the adaptation of the standard solution and be informed about all important points. They are responsible for a successful rollout of the change at their location or in their country.
Change factor 4
Early involvement of those affected
Another important success factor for a successful implementation is the joint development of standards. A deep understanding of the rollout requirements and consideration of the cultural and specific aspects of locations and countries is crucial. Affected managers and employees should be involved in the process at an early stage and motivated to actively participate. This results in greater acceptance among all those involved.
Change factor 5
Effective communication between centralized and decentralized teams
Global rollouts often use a structure consisting of a central development team and local implementation teams. Transparent, direct communication and clearly regulated collaboration between these two groups from the outset is crucial to the success of an international rollout. It is important to find a balance between the individual needs of the locations and the standard solution aimed for by the central development team. Agile project approaches such as the use of user stories offer good opportunities for finding solutions here.
Change Management in rollout projects provides feedback mechanisms. This makes it possible to check at an early stage whether the requirements of different target groups with their different needs and perspectives on the change are accepted.
The use of a shared IT infrastructure is essential for implementing effective communication processes. This includes central document repositories with rollout plans, tools and information that can be accessed by all stakeholders involved from all locations and countries.
Change factor 6
Clear escalation paths
There should be clarity as to which parts of the change are standard and "non-negotiable" and which parts can be adapted by the decentralized units. Otherwise, the local units will make independent decisions that could counteract the overall objective of the project.
The approach should take into account clearly defined escalation paths that give local teams the opportunity to discuss specific challenges together with the central development team and find suitable solutions.
Change factor 7
Enabling the local rollout teams
A key success factor is the early and sufficient empowerment of the employees responsible for the local rollout. On the one hand, those responsible for the location must be very familiar with the rollout procedure and its central components. On the other hand, they must be able to adapt the IT systems, applications and processes to be rolled out to the local cultural and legal characteristics together with the local employees. There are a variety of possible formats and training courses for this.
Typical change formats include conference room simulations, which run through the new processes and systems together with the employees involved, identify weak points and, in particular, build commitment and trust. Individual rollout coaching or coaching in the form of online sessions or digital learning programs are also effective.
Change factor 8
Proponents win
In the case of complex changes and the associated necessary changes in the behavior of those affected, persuasion is at the heart of Change Management. After all, the following applies to all changes: they can never be implemented successfully without the commitment of those affected. As a rule, there are three levels of willingness to change:
Awareness:
"I have heard that something is going to change. I understand the implications."
Acceptance:
"I accept the change and am willing to participate in the process."
Commitment:
"I actively promote the change, motivate and support others in its implementation."
Sustainable implementation requires a critical mass of active supporters. The task of Change Management is to gradually increase the group of supporters among managers and employees until the critical mass for a successful change is reached. A variety of change methods and tools are used in rollout projects:
- The "change impact analysis" describes the effects of the change on the various areas and also takes local site conditions into account.
- The "Change Network Map" describes the networking between employees. It helps to identify local multipliers. In addition to managers, these can also be employees who have a large network of influence.
- The "Change Roadmap" describes the individual change measures that are applied as part of the rollout in order to support those affected and make them collaborators. These include Communication, involvement, experience formats, training & coaching and recognition of achievements.
Change factor 9
Stabilization support
After the rollout, it is important to ensure the sustainability of the change. The users of the new solution will continue to receive support after the launch. For example, it can help to deploy so-called "floor walkers" who help their colleagues directly with questions and problems.
In fact, the post-implementation phase is a particularly important phase of the rollout in order to ensure the long-term success of the project. In addition to technical support for the employees affected by the change, communication within the company is also important. The Guiding Coalition recognizes the success of the rollout and the work of the employees involved. Comparable successes can now be repeated at any time.
Conclusion
In order to realign their business model or realize efficiencies, companies invest millions in the company-wide harmonization of their processes, structures and IT solutions. To ensure that the goals associated with the transformation are achieved, Change Management should be considered as an integral part of rollout management from the outset.
The 9 change factors show impressively that the Change Management in rollout projects cannot be done "on the side" by the rollout manager and his team. The tasks are too extensive for that. Large and important rollout projects require an experienced change manager with comprehensive know-how in change methods. From setting up the "Guiding Coalition" to the early involvement of those affected to the successful implementation and recognition of the success within the company: as the leading Change Management consultancy in Germany, we are happy to support you with your project.
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03 Rollout Accelerator
Project management on a new level
Are you planning a rollout at many locations or even in several countries at the same time and only have a limited amount of time? Then you should consider our Rollout Accelerator. It was developed specifically for rollouts and has been used successfully in practice for projects for which the following applies:
- The time window for the entire rollout is extremely tight
- The processes or tools that are to be rolled out are by no means self-explanatory. Many individual questions from users are therefore to be expected
- The entire change has a high business relevance
- Trainer and coach resources are scarce
- The target group must actively work with the new processes or tools in order to understand them clearly
- Without regular support and exchange of information, acceptance problems on the user side are to be expected
The Rollout Accelerator breaks with the classic multiplier approach
Companies have now tired of the common multiplier approach. This is because the "brains" of the project are typically designated as multipliers, of whom there are only a few and who are completely overloaded even without change activities. Now it is precisely these people who are supposed to handle the rollout. In the end, far too few coaches train far too many users and the entire process drags on like chewing gum: the entire process becomes a mission impossible.
The Rollout Accelerator approach
Our Accelerator also works with multipliers, but each multiplier only trains four colleagues as part of the process and then gets back to day-to-day business. Each employee goes through three phases in the training:
Level 1: Understand
The first stage is about gaining a basic understanding of the change. In large rollout projects, this is ideally done via web-based training. The following points are addressed in the training:
- Understanding the "reason why" and the "great opportunity" why the new processes or tools are so important for the company. The personal benefits are also clearly explained, ideally in the form of an explanatory video
- Overview of the new processes or tools and the most important changes
- Explanation of the Rollout Accelerator with its three levels
- Final test that shows that the employee has understood the first stage
Level 2: Practice
In the second stage, the employee meets with their personal multiplier once a week. The new processes and tools are explained at each meeting.
- Employees and multipliers practise the new working methods together
- Individual questions from the employee are discussed and clarified
- Concrete problems are practiced and solved week by week using the new approach
- If the employee can routinely handle the new processes or tools, he has passed the second level and is now a multiplier himself
Level 3: Multiply
At the third level, the new multiplier trains four employees who have just passed Level 1. The resources of the "old" multiplier can be used again for day-to-day business.
The advantages of the Rollout Accelerator
With an intensive coaching phase of just 2 months, the Accelerator manages to train more than 5,000 employees within 10 months so that they not only master the new processes and tools, but can also pass them on. The time required for each multiplier is kept within manageable limits. In the final stage, in which almost 80% of employees are trained, the multipliers no longer have to act as trainers themselves.
The concept is therefore also suitable for rollouts where country-specific adaptations need to be taken into account. The multiplier approach allows local characteristics to be incorporated in a targeted manner.
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04 Big Bang Rollout
The introduction of a new application or software presents many companies with a challenging task - especially if it is an application that is launched simultaneously on a specific date in different markets with differing requirements. Such a big bang rollout is necessary if, for example, a new app is presented at an international trade fair and is then to be made available immediately in all relevant markets.
Bing Bang Rollout - why?
Whether a big bang or an iterative rollout makes more sense is often the subject of discussion. However, there is no clear answer to this question, as each rollout depends on the individual circumstances and requirements. The main advantage of the big bang rollout is the speed and the fact that all users can access the application at the same time. Another positive aspect is the cost advantage that results from this particular form of change introduction: If the rollout completely replaces an old process or an old application, there is no need to provide cost-intensive support and maintenance for both. However, there is a higher implementation risk with the big bang and the danger of not being able to take sufficient account of important details due to time pressure.
The process of the big bang rollout
A strategic concept and sustainable rollout management are necessary to ensure that the introduction of new applications, products or processes becomes a big, exploding firework display and does not go out like a candle in the wind.
Analysis
The first phase of an efficient big bang rollout is the detailed analysis:
- Who works on the product?
- Which markets and countries are part of the Big Bang?
- Who are the affected stakeholders?
- Who are the users of the application?
- Where are there dependencies?
In the case of an international rollout that is managed centrally, the different requirements of the countries must also be taken into account. Are there any legal regulations that need to be considered? What is the concept for the language? The aim is to create an overview and counteract any confusion about responsibilities and dependencies. Only when there is a clear picture can the company devote itself to planning and design.
Planning and conception
The overarching goal of rollout planning and design is to develop a standardized blueprint that contains all the work packages for the process in a single country and only needs to be slightly modified for other countries in order to take market-specific features into account. To avoid reinventing the wheel, it makes sense to use a comparable rollout project from your own company. This provides points of reference for deliverables and work packages and acts as "bite wood" for entering into dialog with those responsible. This makes it possible to consider which of the previous work packages are relevant for the planned rollout and which packages are required in addition.
Expertise and experience
A big bang rollout in particular is a complex project that requires a high level of experience and expertise in order to set up and coordinate a suitable concept, a complete set of delivery items and work packages. Therefore, the more experience the project team - also known as the rollout community - has, the more positive the impact on the success of the rollout.
Shaping change
Depending on the complexity of the change and the expected user acceptance, a prudent rollout is also essential. Change Management The following applies to all changes: they can never be successfully installed and implemented without the target group. A whole series of acceptance-promoting measures must therefore be planned and implemented. If the process is aimed at end customers, local helpdesks must be set up and contact persons trained.
The day X
The date that everyone has been working towards: The work packages have been completed, the test phase was successful, the local managers and other stakeholders are well prepared and trained. The application is presented at an international trade fair, for example, and is then available to all end customers in many different markets. Nobody has to wait. A great success that has a positive impact on user acceptance and the company's image.
Rollout-SUCCESS-STORY
Our customer, a leading international automotive group, wants to introduce a new sales process at its dealerships. "It's going to be a hot topic," the project manager tells us at the first meeting. This is because the new process involves far-reaching changes to car sales and the system landscape. The project affects more than 6,000 salespeople in 18 different countries. Particularly tricky: The salespeople are skeptical of any system and process changes because comparable projects have not been very successful in the past. As CPC had already earned a reputation in other projects as a meticulous preparer of rollout activities and their implementation, the client decided to bring us on board.
It was clear right from the start. Although the pilot was successful, it is not a 1:1 blueprint for the rollouts at other locations: due to legal and product-related peculiarities in the respective countries, the processes and IT systems have to be modified individually for each country. The complexity increases. We validate the processes together with customer employees on site. We then define implementation packages for the respective countries and dealers. That works well.
New sales processes in 18 countries
We are placing a particular focus on the marketing concept, as many retailers have reservations about the planned innovation due to bad experiences with comparable projects. Preparations and the actual rollout are characterized by the need to convince retailers that their economic success will improve rather than suffer as a result of the measures.
The marketing of the concept is a complete success: almost all retailers are highly committed to introducing the process and converting their IT systems. The project is so convincing that our customer expands the scope. Thanks to the positive results and feedback, we were also awarded the contract for the follow-up project.
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