Adoption Barriers of a Cloud Solution Implementation: A Change Management Perspective
Deloitte Case Study
Wiebke Bruhns S2919702 w.bruhns@student.rug.nl Deloitte Principal Supervisor: M. Korrel
Deloitte 2nd Supervisor: M. Raaijman RUG Supervisor: Dr. H.C. Bruns RUG Co-Assessor: Dr. C. Reezigt
21-06-2020
University of Groningen Faculty of Economics and Business
MSc Business Administration - Change Management Academic Problem-Solving Master Thesis
Executive Summary
Deloitte offers change management services to their clients, to support them in their digital enablement journey. Through means of qualitative data, I explore how Deloitte change managers can address adoption barriers through means of change management interventions. This is of high practical relevance for Deloitte as it will allow for guiding the adoption of cloud solutions more effectively. The identified adoption barriers are the 'culture, mindset, and behavioral change' to the new way of working, 'agile delivery of training,' and 'resistance.' The corresponding change management strategies to guide the adoption of a cloud solution are the correct use of 'communication,' the 'monitoring of the adoption,' performance support learning as well as 'handover back to the business' at the end of an implementation and a resistance strategy.
The first adoption barrier is 'resistance' which arises as a result of change managers not guiding the adoption. Resistance arises out of uncertainty on what the cloud solution brings, fear of failure to work with the new system, disruption of routine, the possibility of increased workload, and perceived loss of control, security, or status. Therefore, I advise using a 'resistance strategy,' outlining the use of soft measures such as
communication and then hard measures such as top-down enforcement of key performance indicators to address resistance. This will enable Deloitte and their clients to better notice resistance and take appropriate action. Another change management approach to address this barrier is to complete a handover to the client
organization'. The handover moment is crucial to the adoption because if the client company does not take over the essential activities, including the change management tasks, the end-user will not receive the proper guidance needed to adopt the tooling, leading to an increased chance of non-adoption. The second adoption barrier is 'culture, mindset, and behavior change' referring to the need for change recipients to develop new habits and adapt their mindset to the new way of working. The change management strategies of 'personalized
communication' and 'monitoring of adoption' address this barrier. Firstly, focusing communication on explaining the purpose of the cloud implementation and the corresponding benefits for the organization and different end-users. This allows organizations to create internal motivation amongst end-users for the cloud solution. Secondly, the adoption measures should focus on tracking the desired behaviors which support the new way of working to enable culture transformation and new habit formation. The last adoption barrier is the agile delivery of 'training' to accommodate an ever-updating tool. The change management approach to overcome this barrier is the incorporation of 'performance learning support,' where at the moment of learning need, the end-user can learn the functionality they have to complete within the cloud. The digital adoption platforms identify the learning needs of the end-users and provide the corresponding support online via automatization and robotics. This method will provide practical and personalized learning support to the end-users, guiding them to use and adopt the cloud solution.
Deloitte uses the Vision to Value framework for fostering cloud solution adoption for their clients. In compliance with the results, I created a sub-model per adoption barrier to Deloitte's Enterprise Value Delivery Vision to Value methodology to foster the adoption of a cloud solution better. Overall, the findings of this paper allow Deloitte to better aid their clients in achieving digital enablement. In specific, this paper highlights the strategic aspects I recommend Deloitte to consider in order to understand the adoption barriers of their clients and to target their change management practice correspondingly. By enhancing the Vision to Value
Table of Contents Executive Summary ... 2 Introduction ... 4 Problem Statement ... 4 Purpose of Research ... 5 Literature Review ... 6 Cloud Solutions ... 6
Barriers to the Adoption of Cloud Solutions ... 6
Method ... 9
Organizational Setting ... 9
Research Design and Participants ... 10
Data Collection and Analysis ... 10
Results... 12
Vision to Value framework ... 12
Adoption Barrier of Resistance ... 14
Adoption Barrier of Culture, Mindset and Behavior Change ... 16
Adoption Barrier of Training ... 19
Discussion ... 21
Change Approach to Address the Adoption Barrier of Resistance ... 22
Change Approach to Address the Adoption Barrier of Culture, Mindset and Behavior Change ... 24
Change Approach to Address the Adoption Barrier of Training ... 25
Theoretical and Practical Implications ... 27
Limitations and Future Research ... 27
Conclusion ... 29
References ... 30
Appendix 3: Participant Overview ... 33
Introduction
Deloitte is a multinational professional service company providing audit, tax, management consulting, enterprise risk, and financial advisory services. To provide the best professional service to their clients, Deloitte annually re-evaluates it's practice. I collaborated with the Deloitte The Netherlands Human Capital Consulting team focusing on Digital Enablement to create further knowledge on the implementation of IT solutions such as cloud solution systems.
Problem Statement
The use of cloud infrastructures is growing within recent years and are playing a crucial role in the achievement of modern organizations' success (Lovas et al., 2018). A cloud solution refers to on-demand services, computer networks, storage as well as applications accessible via the internet and using another provider's shared cloud computing infrastructure (Lovas et al., 2018). These cloud solutions are changing the way of working and how people in organizations interact (Ebert & Duarte, 2018). Such change for employees and management may pose a challenge for adopting this kind of new infrastructure (Uddin et al., 2016). Many instances may prohibit a smooth adoption. These called barriers can prevent companies from efficiently using, maintaining, and improving the implemented cloud system (Osnes et al., 2018). In this paper's context, adoption barriers are classified as hurdles for the change-recipient to adopt the cloud solution. If change managers do not address those barriers, then the organization will not be able to fully benefit from the cloud solution (Uddin et al., 2016). This creates a high need for an investigation in the change management support for guiding the adoption of a cloud solution.
framework and methodology in guiding digital enablement practices. However, Deloitte can only succeed in supporting their clients to adopt such technology with the use of applicable change management initiatives (Powell et al., 2017).
Deloitte specializes in implementing cloud solutions, which refers to the process of guiding a client from purchase to use of the tool, including the activities of requirements analysis, system customizations, and configuration, and data integrations (Dalton et al., 2018). As part of a cloud solution implementation, change managers assist in guiding the adoption of such a cloud solution through various activities, including end-user training and delivery of the tool (Dalton et al., 2018). Technology adoption is the acceptance of the new cloud solution, by change recipients (also called end-users), who are undergoing the cloud implementation (Matt et al., 2015; Rad et al., 2018). This paper investigates how change managers can further support a cloud solution's adoption, which is part of a cloud solution implementation.
Deloitte has experienced an increase in the demand for digital enablement projects in recent years, highlighting the importance of an appropriate model (Stephen et al., 2019). In the 2019 global human capital trends survey, 74% of Deloitte clients rated the topic of cloud solutions as important, of which 21% shared that cloud adoption is one of the most urgent topics in their organizations due to not using the solution to the full potential (Stephen et al., 2019). For this reason, Deloitte permanently re-evaluates the appropriateness of their change management practices to support their clients in the adoption of cloud solutions. In fact, in 2018, Deloitte hosted a Vision to Value hackathon to bring experts together to re-evaluate the best practices and interventions used in the framework. Deloitte wants to investigate if all adoption barriers are addressed in the V2V framework to continue assessing the framework and ensuring the best advice and assistance for its clients.
Purpose of Research
The leading research question of this paper is, "How can change management strategies address the adoption barriers within the Vision to Value framework to support cloud solution adoption?". The goal of this academic problem-solving thesis investigates adoption barriers, which pose a challenge to change managers and offer corresponding methodologies and strategies to overcome adoption barriers. Specifically, the objective is to identify where the V2V framework may introduce new practices to direct the change efforts for digital
enablement. By tailoring the V2V framework to digital enablement adoption, Deloitte will offer a better adoption of a cloud solution for their clients globally.
Literature Review
This section presents an introduction to the topic of cloud solutions and provides an overview of known adoption barriers and change management approaches. These three streams of scholarly literature are relevant for Deloitte to understand how to guide the adoption of a cloud solution.
Cloud Solutions
In the context of digital solutions, the term 'cloud' refers to platforms for distributed computing, which is a cluster of servers, networks, software, and interfaces required for the users to execute a task (Lovas et al., 2018). 'Computing' refers to the delivery of this cluster as a service to the user where the user can use it as required (Lovas et al., 2018). The cloud computing model allows for specific programming based on the needs of the organization acquiring the cloud (Endo et al., 2010). In addition, cloud solutions emerge in different forms (Lovas et al., 2018). A private cloud is usually located on-premises, used solely for a single organization (Arora & Beri, 2017). In comparison, an organization selling cloud services owns and manages a public cloud, which is then made available to the general public (Arora & Beri, 2017).
Furthermore, various service model architectures can be used to deliver cloud computing. However, Deloitte mainly assists their clients in public software-as-a-service cloud implementations. Software-as-a-Service means deploying applications over via a network accessible by a browser or program interface (Attaran & Celik, 2017). Many client organizations are interested in using cloud solutions, as they reduce the need for internal IT to maintain a current software, provide a more integrated suite of tools, improve data management and user experience, and deliver faster innovation (Attaran & Celik, 2017). Cloud solutions are changing the way of working known to end-users via automatization and enhancement of internal processes (Osnes, 2018). Due to such features, there is a growing need for cloud solutions in companies, as old and outdated software and systems cannot keep up with the demands of modern times (Seethamraju, 2015). In summary, the need for a cloud solution is clear; however, adopting such solutions is not as advanced (Ahmed et al., 2018).
Barriers to the Adoption of Cloud Solutions
To investigate how the V2V framework can address adoption barriers and how change management practices can overcome them, Deloitte needs to thoroughly explore obstacles to the change process (Powell et al., 2018). By tailoring the framework, Deloitte will be able to offer better digital enablement for their clients globally. Hence, it is important to break down the barriers of change and incorporate targeted strategies in the change management tool kit. The main barriers to a cloud solution adoption identified by previous research are user-resistance, changing the organizational culture, mindset, and behavior as well as insufficient training. The change management approaches to target the adoption barriers are: support to management and employees, communication around the adoption of the cloud software and monitoring of the adoption progress (see Figure 1 for a summary of the adoption barriers and change interventions found in literature) (Arora & Beri, 2017; Arora et al., 2018; Candiotto et al., 2019; Osnes et al., 2018). In the following, the mentioned barriers and change approaches are described in detail.
Adoption Barriers (green) and Change Management Approaches (black) in Guiding a Cloud Solution Adoption
Firstly, 'resistance' may arise as a result of change managers not guiding the adoption (Arora & Beri, 2017). Furthermore, individuals in an organization may resist adjusting to the new way of working due to reasons as the uncertainty of what the cloud solution brings, fear of failure to work with the new system, disruption of routine, the possibility of increased workload and perceived loss of control, security, or status (Burnes, 2017; Rosenbaum et al., 2018). Their underlying thoughts can make end-users insecure about using the new cloud solution, so they will not use it (Rosenbaum et al., 2018). End-users can display such resistance in a variety of ways. Active resistance includes behaviors such as being critical, sabotaging, and starting rumors while passive resistance includes behaviors such as supporting a change publicly but failing to implement it, procrastinating, and withholding information (Burnes, 2017). In summary, if change managers do not address the resistance and the underlying reason for the resistance, then those end-users will not adopt the cloud solution.
The change management approach identified to address 'resistance' is providing technical and emotional 'support' to employees and management (Osnes et al., 2018). If end-users receive the proper support, they may worry less and start to understand the reason for the cloud solution and the technical aspects of the tool, motivating them to use the solution (Osnes et al., 2018). For this, change managers need to create a systematic approach to ongoing support, localized IT and peer support, as well as ongoing training to encourage cloud users to attain long-term productivity and satisfaction (Chadhar & Daneshgar, 2018). It is essential to not only share support knowledge (e.g., where to obtain support when needed) and a supportive and communal atmosphere and attitude with change recipients (Arora et al., 2018). It is equally important to provide support to management who need to motivate, direct, support, and inspire their teams while learning with them (Arora et al., 2018). Hence, to aid change recipients in their adoption journey, change managers need to prepare management and put a support system in place so change recipients can seek support if needed.
The second adoption barrier is 'culture, mindset, and behavior.' The cloud solutions are changing the way of working via automatization and enhancement of internal processes (Osnes, 2018). This enables organizations to transform their business operations, eventually changing the end-to-end business processes, roles, and working as known to employees (Osnes, 2018). This means that a change recipient will need to re-learn how to complete their work. Change recipients need to change their organizational culture, mindset, and behavior to accommodate the new way of working (Wolverton & Cenfetelli, 2019). Furthermore, as the cloud solution is
maintenance. In conclusion, end-users must change their organizational culture, mindset, and behaviors at work to support the adoption of the cloud solution.
The first change management approach to target this adoption barrier is a 'communication campaign,' which spreads information in the organization and reduces confusion in those who are to adopt the cloud solution (Osnes et al., 2018). The goal for change managers is to address what will happen and why and what the new tool's benefits are (Chadhar & Daneshgar, 2018). Furthermore, the communication campaign aims to define the timing and the necessary actions, as well as explain the motivations and goals of the cloud solution
implementation to set the associates (Uddin et al., 2016). With the use of rational and inspirational methods, the vision aims to create a sense of meaning for all employees (Stouten et al., 2018). By understanding the meaning and benefits of the adoption, different organizational parties foster commitment towards the new system, motivating them to adapt their culture, mindset, and behavior.
Secondly, 'monitoring' user's knowledge leads to an awareness of the progress in the adoption and hence targets the adoption barriers of 'culture, management and behavior change' (Arora et al. 2018). Based on such measurements, system acceptance is measured and identified (Stouten et al., 2018). By understanding which areas end-users show difficulty in using the tool, can be a starting moment of identifying which habits end-users have to change or how a process change in their way of working affects change recipients (Arora et al. 2018). By understanding the underlying reasons, consultants can take appropriate action to foster the mindset and behavior change (Stouten et al., 2018). For this, change managers should host periodic meetings with leaders and
managers to identify problem areas and encourage the sharing of knowledge and experiences related to the usage of the system (Osnes et al., 2018). In summary, to comprehensively understand the change recipients and aid them in their adoption journey, change managers need to focus on monitoring employee involvement and commitment as well as obtain feedback on the adoption (Stouten et al., 2018).
Method
The goal of this study was to explore how the V2V framework can address adoption barriers through targeted change management practices. The identified the main barriers identified by previous research are user-resistance, culture, mindset and behavior change, and insufficient training. The change intervention to guide the adoption of the cloud solution is support to management and employees, communication around the adoption of the cloud, and monitoring of the adoption progress. The research aimed to investigate adoption barriers and corresponding change management strategies through interviews with Deloitte consultants and change recipients from client organizations.
Organizational Setting
Deloitte Touche Tohmatsu Limited, commonly referred to as Deloitte, is a multinational professional services network currently ranked number one by market share in both global consulting and management consulting (“About Deloitte,” 2020). Deloitte is one of the "Big Four" accounting organizations and the largest professional services network in the world by revenue and number of professionals (“About Deloitte,” 2020). The main types of projects Deloitte focus on within the Change Management Service are Culture change, Behavioral Change, and Digital Enablement. The digital enablement service is continuously growing due to the increasing demand for cloud solutions from clients around the globe (Stephen et al., 2019). Within digital enablement consulting, Deloitte uses modern insights to equip their clients with the competencies needed to operate with new technologies successfully. On average, a cloud implementation project lasts around 1.5 years and will require 1 to 8 change managers. In such an implementation, the consultants can collaborate with the client organization or, most frequently, Deloitte provides most of the client's change services. Furthermore, the cost of change management effort, on average, is 25% of the total scope and budget of the system
implementation. However, these indications may vary depending on the timelines, scope of modules, countries, and user bases of the technology implementation.
In the context of a thesis internship, my role in Deloitte The Netherlands was to create knowledge within Deloitte to refine their consulting practices to enhance the delivery of digital enablement. Specifically, I was to investigate adoption barriers and corresponding change management strategies to enhance the V2V framework. Using qualitative data gathering methods, I conducted interviews with Deloitte associates and change recipients who had implemented a cloud solution in cooperation with Deloitte. This paper uses pseudonyms as names to preserve the anonymity of the projects, organizations, and interviewees. I collaborated with six organizations for my thesis. The pseudonyms organizations are Energy Corporation, Insurance Bank Group, Asset Management Company, Argo-Industrial Group, Telecommunications Group, and Dutch Engineering Group. The cloud systems implemented are Workday, SAP Arriba, Oracle Fusion, and Salesforce. I chose to collaborate with these organizations as they collaboratively provide insight into good and poor change efforts. Their change
Research Design and Participants
Using qualitative methods to gather information is a commonly used method in cloud computing adoption investigations (Ahmed & Waheed, 2015). Moreover, qualitative data is ideal for investigating the ‘why’ and ‘how’ of the relationship of concepts, making it a well-suited method to investigate why specific adoption barriers arise and how to overcome them (Anderson, 2017). For such reason, I collected data by conducting semi-structured interviews. The nature of semi-structured interviews allows the exploration of interesting and important topics as they emerge in conversation (Ahmed & Waheed, 2015). I followed the same interview protocol for all interviews; however, I asked additional questions when deemed appropriate. In sum, the use of semi-structured interviews was an appropriate data gathering method for the present study.
All interviewees have been involved in a digital enablement implementation and were referred to me by my thesis supervisors, who work as Human Capital Management consultants in Deloitte The Netherland. In total, I conducted 15 interviews, which lasted between 40 to 60 minutes. I conducted interviews until I reached data saturation, which means no significant new insights arise out of the interviews (Fusch & Ness, 2015). Six interviews were conducted with participants from client organizations who participated in a cloud
implementation. The client roles in the cloud solution implementations varied from change managers to business leaders and technology experts. Out of those cloud solution implementations, four organizations have adopted the solution, and two organizations are still in the process of adoption. In addition, eight interviews were conducted with consultants within Deloitte. After concluding all interviews, it became evident that learning was a barrier to adoption, and so I conducted an additional interview with a learning expert within Deloitte. To strengthen the validity and generalizability of the interviews, the respondents from within Deloitte came from different consulting departments, including change managers and various technology experts from various vendors. Also, differed in age, nationality, tenure at the company, and seniority levels within Deloitte. This was important to control for different types of employees and the resulting differences in their experiences. Hence, these participants were an appropriate choice to interview for this investigation. Further information on the interviews can be found in Appendix 3.
Data Collection and Analysis
The interview protocol assesses different viewpoints on cloud solution adoption as experienced by change managers and change recipients (for the complete interview protocol, see Appendix 4). The questions are designed in an open style, to understand which adoption barriers may arise in a cloud solution adoption, which change management practices address these adoption barriers and to provide feedback on the V2V framework. Furthermore, I analyzed previous research investigating similar topics to make sure that the questions used in this paper are reliable (Ahmed & Waheed, 2015). In addition, I conducted a pilot interview to increase the validity and reliability of the study (Fusch & Ness, 2015). After the pilot interview, I learned that I had too many similar questions. Hence I reduced the questions to target specifically the topics I wanted to address. An example question for a Deloitte consultant is, “How do you apply the V2V framework when guiding the adoption of a cloud solution?”. Also, to focus on the adoption from a change recipient point of view, I included questions such as “What aspects made it difficult to adjust to the new way of working?”.
and inductive codes. The former represent codes deemed relevant before conducting the interviews, as outlined in Figure 1, and the latter represents concepts that emerged from the analysis of the interviews. The deductive codes represent expected adoption barriers based on modern literature, while the inductive codes are based on the interviewees' input. A code was created based on the reoccurrence of interviewees, mentioning the
importance of a theme. Furthermore, if multiple interviewees discussed a particular topic, I deemed it relevant to cloud solution adoption and created a corresponding code. An example of a deductive code representing a change management approach to guide the adoption of a cloud solution is ‘Organizational Support,’ defined as the degree to which end-users can find and use organizational support. A quote which exemplifies this code is “I think it's not so much an issue if something goes wrong, I think it becomes an issue if you are not there to support and so if your response time is lagging and people have to wait two weeks before they got any response to the problems they were having. So, you know really need to have a support organization ready that's able and available to support.” For the full codebook, see Appendix 6.
Results
Change consultants and change recipients identified change management strategies and adoption barriers to guiding the adoption of a cloud solution. Firstly, an introduction to the V2V framework is provided, which is used to guide the adoption of cloud solutions. Through the deductive codes, the results of the findings evidenced the adoption barrier of ‘resistance,’ guiding the ‘culture, mindset and behavioral change’ and having the wrong ‘training’ methodology in place to teach users about the tool as well as the change approaches of
‘communication’ and ‘monitoring of adoption.’ Furthermore, the interviews underlined the importance of other factors that emerged. They became the inductive codes, including the change approach of a ‘resistance strategy,’ conduction a ‘handover back to business’ at the end of the cloud solution implementation as well as utilizing ‘performance support learning’ platforms. The results shed light that the change management strategies target the adoption barriers equally once they are prevalent, as well as prevent them from arising if change interventions are implemented early on in the cloud implementation.
Vision to Value framework
Change managers use the V2V framework for implementing and fostering adoption for their clients. Deloitte teaches the models to change managers within the onboarding as well as during the change summer and winter school, which is an internal Deloitte change management activity. Furthermore, change managers are recommended to use V2V when implementing a cloud solution. However, it is not mandatory. The reason for this is that several client organizations have an internal change management model which they prefer to use, in which case Deloitte will apply that methodology or a combination of both models. The intent is for change managers to take a holistic view of the framework and base on such, tailor an individual change approach to the needs of the project at hand. The framework makes change managers think about change; hence in every stage of an implementation, a change manager can refer to the V2V framework to gain inspiration. Furthermore, change managers do not introduce this model to the client. They would introduce the tailored change approach plan, which has some influence from the V2V framework. This means consultants are not obliged to apply all strategies displayed in the model but rather use certain aspects of the model when applicable to the change journey at hand. However, this concept proves confusing to some consultants. A change manager who is very familiar with the model explained:
The biggest misconception is, it is not a framework that you would use as your project [...] It gives you the background, the framing, on how to approach change management. It is not a methodology that you would start using with your client [...] The framework, gives you the theoretical background or guidance on how we as Deloitte, look at change management. So that means there's different switches (Deloitte terminology for phases). So, it's not a linear process. It's not that you define our purpose, check in the box (making use of hand gestures, as an indication for having completed the item) [...] No, these are all things that you should be thinking about when discussing change management with your client. For a lot of people that's very hard to understand.
Vision to Value as well as introduces the team who is responsible for the model within the different Deloitte regions and provides an email address for Deloitte consultants to write a feedback or ideas as to how to improve the model continuously. Next, the “Deloitte Change: Vision to Value: Delivery Approach” provides a list of samples and tools to be used within each phase of the model as well as outlines how to make the V2V
framework applicable in an agile setting. Lastly, the “Vision to Value Framework” homepage holds many files of the different versions of the model from throughout the years.
Consultants call it “the umbrella of Vision to Value” as change managers can freely choose which version to use for cloud implementation. Furthermore, because the model inspires change mangers to think about change, there is a high leeway for change managers to adjust the framework for the project at hand. On the other hand, some consultants describe the framework difficult to understand because of the multiple versions of the model. One change manager elaborated: “I never really understood the Vision to Value framework.” This change manager felt very confused by the V2V framework due to the multiple versions of this model, making it more difficult to grasp upon looking at it. Another change manager highlights that Deloitte continuously updates the model and, thereby, the way of working for change managers: “Within human capital we have our standard Vision to Value model before that we had the Enterprise delivery methods and before that we had the Dimension of People Transformations model.” Hence, change managers who have started their practice at different times may like to use the framework they are familiar with, causing misalignment between change managers as to which version of the framework they work with.
The interviewed Deloitte consultants are more familiar with another version of the model known as the EVD V2V methodology (“Enterprise Value Delivery Library,” 2020). Change managers use the EVD V2V methodology for implementing and fostering adoption for their clients. Similar to the V2V framework, the methodology is taught to change managers within their onboarding. However, while the V2V framework is meant to make change managers think about change, the EVD V2V methodology provides a step-by-step approach on the change activities, showcasing a linear methodology of how to execute various change
approaches. This digital methodology is stored in only one location in the internal Deloitte website. By clicking on a deliverable, one can go deeper into the model down to the level where one can see the steps on how to execute the task at hand (see Appendix 2). Currently, the methodology has five levels. The first level outlines the four phases. Each phase consists of four to six deliverables, which makes up the second level. The third level describes all the activities to perform the deliverable. The fourth level depicts the steps change managers must complete to perform the activity. Lastly, the fifth level describes what to focus on when completing the fourth level step. Similarly to the V2V framework, consultants can tailor which deliverables they want to use for a particular client and consultants; therefore, do not follow the methodology step by step. The goal of the methodology is designed in a way to guide change mangers in specific activities if these activities are deemed relevant to the change project at hand. In the interviews, it became evident that the change consultants used the EVD V2V methodology more than the V2V framework, as it makes more sense to the consultants. Furthermore, consultants share this methodology with clients, and the client organizations can choose if they would like to use this model in the cloud implementation. A change manager explained the model:
instances [...] and gives you some guidance in what kind of interventions you have and how to implement those.
The consultants would like to personalize the model further to cloud solution implementations. They advise the EVD V2V methodology to include various checkpoints, so the change management team may reflect on the direction of the transformation to identify the rate of adoption and set up the change strategies
corresponding to organizational needs. One consultant stated: “A pre-check about what is this situation on the technical readiness for the case of the cloud solution would be good. And maybe the previous journey of the employees around implementations […] and just some basic checkups.” The consultant highlights that by concluding some data on the cloud implementation such as the scope and technical readiness of end-users, the change strategies can be tailored to meet the adoption needs of the end-users, thereby better guiding their digital enablement journey. Overall, the consultants deem the model to be useful for the use of digital enablement. They judge it as having a high focus on behavior and agile methodologies reflecting the digital age needs. Overall, the consultants describe the V2V framework and EVD V2V methodology as being as successful, with regards to its efficiency and effectiveness, to enable end-users to use the new cloud software and guide change recipients through adopting a cloud solution. The consultants explain that the framework and methodology support the adoption of cloud solutions by showcasing a high focus on the purpose of the cloud solution implementation, preparing leadership, and training new ways of working to the end-users. However, the interviews outlined that consultants have difficulty understanding the relationship between the V2V framework and EVD V2V
methodology, seeing it as a challenge to know when and how to use each version.
Concerning the digital enablement of cloud solutions, the change consultants agreed that the V2V framework set up to identify adoption barriers rather than combat them. One interviewee elaborated: “ It does not give all the details underneath the deliverable headings. So, the framework is oriented to identify those barriers rather than overcome them.” Furthermore, the V2V framework enables change managers to manage change and be able to identify adoption barriers but provide no detailed methodology as to how to address those barriers. However, the EVD V2V methodology provides more detail and is hence able to target these barriers, according to the interviewees. Nevertheless, the consultants express a need for further efforts to enhance the model for cloud solution implementation to address adoption barriers and guide the adoption of a cloud solution. In the following, I will look in detail if and how identified change management practices and adoption barriers are incorporated in the EVD V2V methodology as this vision of V2V provides steps and deliverables for guiding cloud implantations.
Adoption Barrier of Resistance
using it as well.” The consultant highlights the difficulty of bringing leadership to use the cloud solution and thereby adopt the solution. Leadership sets an example for the end-users, which is why it is essential to guide them to adopt the solution. However, based on the analysis, this remains to be difficult for change managers to do.
Through the interviews, it became evident that while there was no official ‘resistance strategy’ put in place, change managers used an implicit strategy focusing on soft then hard measures to guide non-adoptees to adopt the solution. Consultants explain that if there is only minor passive resistance, then change managers should focus on the adopters as usually, those non-adopters will follow with time. However, when prevalent resistance is taking place, the way forward is to talk to non-adopters to see what reason may underlie their inability to work in a new way, as it may be a barrier of not having attained a specific need. In this case, the change management team needs to implement corresponding interventions. Furthermore, if such additional interventions do not help, then top-down enforcements need to follow for an overview of quotes for this adoption barrier, view Appendix 7, Table 2. One client who had high resistance rates in their cloud implementation explained that after many efforts had been made to teach the new tool, this client felt it was not that the end-users did not know how to use the tool; they refused to use the tool. Therefore, they used the top-down measure of ‘name and shame,’ which is to publicize the end-user who is not working according to the new rules and make an example of them to the whole organization as to how not to behave. The goal was to install fear to other employees, not to want to be publicly shamed, and hence foster the adoption this way. Such top-down measures are meant as a last resort, however, claimed to be effective. This client was not proud of having used this method to target resistance. However, they were at a loss of how to move forward. Another top-down change approach, which was judged very positive, was making elements of the cloud solution necessary to use for end-users, making using the cloud crucial to complete one's job. This approach is claimed effective and more friendly to end-users. Currently, the EVD V2V methodology does not entail a resistance strategy. However, there is a Reward Desired Behaviors method, outlining the need to address good and poor behaviors, yet it provides no approach on how to do this (Figure 2). It is crucial for Deloitte to address end-user resistance, as the neglect to do may result in a failed cloud implementation.
Figure 2
EVD V2V Methodology: Reward Desired Behaviors Picture Removed
the client took over no change management tasks such as monitoring the adoption, causing non-adoption to be unnoticed. In order to provide the needed efforts to guide end-users to adopt the tool, the client organization took an additional year to finish the project, costing the client time and resources. In addition, another client expressed that their organization had not wanted to engage in a handover, which they came to regret “I remember that Deloitte offered to do this, but we said no [...] I think both sides. We didn't want it; they didn't give it.” This can make it difficult for Deloitte consultants when they want to prepare the client organization for guiding the cloud solution once the consultants leave the project. Agreed by the consultants, Deloitte needs to stress the importance of the knowledge transfer, as the consequence of not correctly handing over all tasks leads to the client
organization working with incomplete information, which leads the project to delay, which may cause non-adoption. These examples shed light on how the change approach of completing a handover has an indirect impact on the barrier of ‘resistance.’ Furthermore, based on the analysis, the client organizations would like Deloitte to set up and prepare change management strategies before leaving, reducing the effort for the client post-handover. Moreover, many client interviewees expressed dissatisfaction regarding knowledge transfer. For an overview of quotes for this change approach, view Appendix 7, Table 3. They would like further advice on the change management activities and who will be responsible for those tasks after Deloitte leaves the project. The EVD V2V methodology outlines a knowledge transfer as a handover (Figure 3). However, to guide the adoption of the cloud solution, Deloitte needs to highlight the importance of the handover of knowledge to ensure that consultants conduct a proper handover, and the client organization continues the change tasks after Deloitte leaves the project.
Figure 3
EVD V2V Methodology: Transfer Knowledge to Solution Owners Picture Removed
Adoption Barrier of Culture, Mindset and Behavior Change
The second adoption barrier from the data is ‘culture, mindset, and behavior change.’ Cloud solutions bring on an agile way of working, due to the cloud solution itself updating continuously. This means the organizations which bring in such solutions need to build an agile culture. The consultants varied in their ideas on how to achieve mindset change, for an overview of quotes for this adoption barrier, view Appendix 7, Table 4. Many consultants believe that training, behavior tracking, and communication will lead to a new mindset. These strategies are also reflected in the EVD V2V methodology (Figure 4), which outlines to create new behaviors and habits, the change managers need to ‘monitor change’ adoption (Figure 6) and use
which was a detrimental mistake as it took the project more resources and time, later on, to include behavior and culture to the cloud implementation. Following this experience, this change manager advises to include culture, mindset, and behavior elements in the training module so to make end-users aware of the change in their way of working. Furthermore, the importance of guiding the mindset change is further elaborated by a client who shared that the cloud solution was not well accepted: “There was no real drive or desire to come up with a global way of working […] And that's often the way, particularly with cloud […] And, you know, there was a real lack of sponsorship to standardize ways of working across the office. ” In this cloud solution project, many end-users and management resisted the idea of standardizing the way of working globally across the organization. Within this project, cultural differences had not been taken into account initially, which lead to top-down enforcements later on in the implementation as end-users refused to change their work routine. This client regrets how this project was approached and now believes that one has to understand an organizational culture before one can change it. The findings reveal that to guide the end-users to adopt the new cloud solution, change managers must understand their current culture, mindset, and behaviors to change them. This leads to the conclusion that the methodology needs to reflect the importance of this adoption barrier, as currently, many consultants are not executing this aspect when guiding the adoption of a cloud solution.
Figure 4
EVD V2V Methodology: Make Behaviors Everyday Habits Picture Removed
The first change management approach to target the barrier of ‘culture, mindset, and behavior’ change is ‘communication’ regarding the cloud solution and the business transformation. To change the mindset of the end-user, the change consultants and clients explain that the communication should focus on explaining the purpose of the cloud implementation, benefits for the organization, and the different end-users. For an overview of quotes for this change approach, view Appendix 7, Table 5. One consultant elaborated: “If you don't have a good story as to why you're going to do things the way you are planning to do things then they're not going to adopt it.” This change manager sheds light to the importance of communication as an enabler of end-user adoption. In addition, a mindset and behavior expert explained that personalized communication would allow users to understand the organization's transition, which will enable them to support it intrinsically. As end-users generally support the organization they work for, they will want to support the organizational natives once they understand the reasoning. In order to provide personalized communication, the mindset and behavior expert explain that consultants must understand the current culture to target specific communication in a way that those end-users understand. Moreover, another consultant highlights the importance of the simplicity of the
implementation and in turn will not be intrinsically motivated to change their organizational culture, mindset, and behavior to adopt the solution.
Figure 5
EVD V2V Methodology: Post-Go-Live Change Campaign Picture Removed
The next change management approach is ‘monitoring of adoption,’ which as stated by the change consultants and clients is the most crucial approach to aid the adoption of a cloud solution and, according to the EVD V2V methodology, addresses the barrier of ‘culture, mindset and behavior change.’ However, none of the interviewees identified ‘monitoring of adoption’ to impact the ‘culture, mindset, and behavior’ change. The consultants did highlight how, depending on the results of the adoption tracking measure, change managers can implement corresponding interventions to address the non-adoption in a specific user group. Many change managers underlined the importance of monitoring the adoption, explaining they can benefit from such data by better assisting their teams in the transformation. While EVD V2V methodology highlight the use of such adoption measures (Figure 6) and change managers understand the importance, they claim they lack the time and effective equipment to complete this action. For an overview of quotes for this change approach, view Appendix 7, Table 6. One client elaborated on the repercussions of not monitoring the adoption in their cloud
implementation:
No one was looking at this implementation from an adoption perspective, or even from a business perspective. So, it wasn't monitored […] the first survey that we did was […] two years after the initial go-live […] and one of the learnings is, immediately after your go-life starts scheduling evaluations or surveys where you measure where you stand.”
Figure 6
EVD V2V Methodology: Measure Change Adoption and Impact Picture Removed
Adoption Barrier of Training
Another adoption barrier is the delivery of ‘training.’ As cloud solutions update continuously, employees will have to learn the new functionalities with each update (Lovas et al., 2018). For end-users, it presents a difficulty to learn new functionalities continually. The clients reported that the change recipients struggle to learn so many functionalities in a few training sessions and keep up with the learning of the added functionalities as the cloud updates. Correspondingly, the change managers explain that they experience difficulty in creating tailored training material continually. For an overview of quotes for this adoption barrier, view Appendix 7, Table 7. Where in the past, consultants created training material once, it now has to be made in an agile manner to accommodate a continually changing tool. Otherwise, end-users will not be able to use the system correctly and will have a more challenging time adapting to the new way of working. Furthermore, the consultants express that when introducing a cloud solution, not only the technological functionalities but also the new way of working and thinking differently about the work process has to be taught to end-users, meaning the training should incorporate a focus on the work process behavior and mindset change. The consultants explain that if end-users do not understand how to work according to the new way of working and are not confident in working with the cloud solution, they will be less likely to adopt the cloud solution.
In order to achieve slow and long-lasting learning, a learning expert within Deloitte explained that only critical training should be provided face-to-face, all other system training via performance support in the tool for end-users, where at a moment of learning need, the end-user can learn the functionality which they have to complete. The learning expert explained that to achieve this way of providing learning, the fundamental way Deloitte thinks about training end-users must shift from training to ‘performance support learning’:
The fundamental thing that other people are doing wrong is talking about, okay, how can I create a training? Instead of thinking, “Hey, I have all of these people who now need to do their work in a different way. How can I support them [...] ?” And the answer to that is not training. [...] why should we take a training approach to train all of those people [...] while not everybody has to do it (use specific functionalities which would be taught in a training). And not everybody has to do it at the same time. So, we need to fundamentally change about thinking how can we make sure that people start successfully using that technology [...] by supporting them and then you don't take a training approach, but a learning approach and we call that Learning and Performance support.
implementations. Furthermore, the Ongoing learning strategy should reflect the purpose of proving performance support learning to end-users as well as outline mindset and behavioral learning methods.
Figure 7
EVD V2V Methodology: Transition Learning Resources for Ongoing Learning Picture Removed
Figure 8
Discussion
The paper investigated how the Vision to Value framework can address adoption barriers to support the adoption of a cloud solution. The analysis revealed the change management strategies identified to overcome adoption barriers are having a ‘resistance strategy’ in place, conducting a ‘handover to the business,’
‘communication’ regarding the cloud solution, ‘monitoring of the adoption’ as well as utilizing ‘performance support learning’ platforms. Correspondingly, the adoption barriers are passive ‘resistance,’ ‘culture, mindset, and behavioral change’ and agile ‘training’ delivery. In this section, I identify how the V2V framework and EVD V2V methodology can address the adoption barriers to support adoption for the cloud solution.
The V2V framework addresses good aspects that have beneficially shaped change managers. Firstly, the V2V framework has a strong focus on leadership, personalized communication, monitoring the adoption, and creating new habits. By including these elements, the Vision to Value model ensures that the change managers think about these elements when planning the change. The model highlights agile and behavioral aspects to change management, which, according to the interviewees, appears to have changed the way change managers approach and think about implementing change in comparison to previous years. Furthermore, the model has been set up “to identify adoption barriers,” and hence, I recognize that the model is effective and efficient in guiding the adoption of a cloud solution. The V2V framework guides change managers to think about adoption barriers such as mindset and behavioral change, agile training, and completing a handover back to the business. However, the findings indicate that specific elements of the framework are too vague for consultants to understand.
Furthermore, the interviewed Deloitte consultants are overwhelmed by the V2V framework due to the many different versions of the model, found on various Deloitte websites (“Deloitte Change: Vision to Value: Delivery Approach,” 2020; “Deloitte Resources: Deloitte Change: Vision to Value,” 2020; “Vision to Value Framework,” 2020). The consequence of consultants making use of the wrong version of the Vision to Value model for the project at hand could result in choosing unsuitable change management strategies and hence experience higher levels of resistance for the adoption of a cloud solution. By integrating the various websites, a consultant could easily find the applicable information needed. Furthermore, the consultants need to understand what each version of the Vision to Value model means, and how to apply it. This will enable change managers to apply the correct version of the framework according to the need for a cloud adoption project and clarify the consultants' understanding.
Recommendation 1:
• Each version of the Vision to Value model needs an explanation of how the model works, what it should be used for as well as how consultants should use the framework. Furthermore, it should be evident which version of the model is outdated.
• All the layer 5 steps in the EVD V2V methodology should outline when to use these steps, the goal after completion and purpose of these steps as well as providing an explanation connecting strategies to execute a task.
Furthermore, I advise creating a sub-model per adoption barrier by adding additional steps to the fifth layer in the EVD V2V methodology incorporating the advice from the consultants and clients. In specific, on the webpage for the EVD V2V methodology, there will be an additional button called ‘cloud solution adoption,’ once this is clicked, then the additional layers of the model will become visible, making these sub-models per adoption barrier only apparent when guiding the adoption of a cloud solution. However, overall the EVD V2V methodology will remain the same. The benefit of the added layers to the model is the enhanced level of detail, which will guide change managers to use the model to overcome adoption barriers when guiding a cloud solution adoption. The change management approaches and additional steps to the EVD V2V methodology, which target the identified adoption barriers, are further described below.
Change Approach to Address the Adoption Barrier of Resistance
Change recipients may resist the introduced system by either postponing its use, opposing or rejecting it, using it partially, or subsequently discontinuing its use (Burnes, 2017). The common term used by interviewees was non-adoption, resembling passive resistance (Wolverton & Cenfetselli, 2019). While none of the cloud solution implementation projects within my sample had a resistance strategy in place or experienced active resistance, the consultants and clients used an implicit strategy to address resistance. First, using soft measures such as communication and then hard measures such as top-down enforcements of KPI’s. However, by creating an official resistance strategy, all cloud solution implementations can address resistance appropriately, as currently, change managers lack the knowledge of how to address resistance and therefore address resistance in a multitude of ways. Furthermore, the analysis revealed that management had a specifically challenging time adopting cloud solutions compared to non-management. For this reason, the model should implement a
resistance strategy to enable leaders to easily identify those who resist to comply with the ‘new way of working’ and take appropriate action. By doing so, all cloud solution projects will be able to treat resistance in an
appropriate way (Table 8). As a result, such a measure will make consultants and leaders aware of what non-adoption means as well as identify and target resistance.
Recommendation 2:
• Deloitte has to create a sub-layer to the Reward Desired Behavior deliverable within the EVD V2V methodology, to address the barriers of end-user ‘resistance,’ outlining how to identify non-adoption, how to investigate the cause of the non-adoption and which are the appropriate interventions to apply.
EVD V2V Methodology Change Proposal for the addition of a Resistance Strategy. The Proposed Addition is in the Sixth Layer.
Additional Layer 6 Develop Rewards Strategy:
Use adoption Measures to identify possible non-adoption.
Seek the conversation with the identified stakeholder groups impacted by the cloud solution to identify possible non-adoption or difficulties to adopt.
Measure Effectiveness of Rewards Strategy in Reinforcing Desired Behaviors:
Once, non-adoption is identified, first soft measures should be applied, if this fails then hard measures can be used. Soft measures: seek the conversation with the individual/s who are undergoing non-adoption. Within that conversation identify, what the barriers to their adoption are so corresponding interventions may be implemented.
Hard measures: Leadership and management encourage the new way of working and by hand of the implemented KPI’s. If the KPI’s are not followed, appropriate consequences to the negative behaviors are set.
According to the interviews, within a busy project, the handover of tasks and knowledge from Deloitte consultants to the client project team is not always executed to the full extent. A knowledge transfer includes measures such as shadowing, handover reports, and face-to-face meetings that foster the knowledge and role transfer (Kirsal et al., 2019). This may last for a prolonged timeframe, depending on the particular context of the project. The handover entails the transfer of all documentation of previous materials, action plans for future activities with deadlines such as the continuous update of training material and measuring adoption and change management activities (Kirsal et al., 2019). As shared by the client experiences, the handover moment is crucial in the adoption period because if the client company may not take over the change management tasks, then there is an increased chance of non-adoption. Furthermore, the analysis shed light on several cloud implementation projects, in which Deloitte conducted a poor handover, which resulted in non-adoption left untreated and extended the implementation project, due to the increased efforts to combat the resistance. In order to ensure a successful handover of knowledge, a formal handover moment where all responsible parties agree and discuss the handover plans, including the plans and actions and the person responsible for the execution of such actions, must occur(Stettina & Kroon, 2013). Therefore, the model should outline how to transfer knowledge and expertise to the client (Table 9). As a result, Deloitte will be able to create a greater focus for this action, which will enable the client company to continue to foster the adoption once the project is officially complete. Recommendation 3:
• To overcome the adoption barrier of ‘resistance,’ Deloitte has to elaborate the Launch Knowledge Transfer Plan step in the EVD V2V methodology to ensure a smooth handover to the organization.
Table 9
EVD V2V Methodology Change Proposal for the Change Management Approach to Overcome the Adoption Barrier of Handover back to Business. The Proposed Addition is in the Sixth Layer.
Additional Layer 6 Launch Knowledge Transfer Plan:
Conduct official handover moment, where all responsible parties sign the Report Out, acknowledging the transfer of activities, roles and expertise has officially been carried out.
Change Approach to Address the Adoption Barrier of Culture, Mindset and Behavior Change
The findings show an increase in the adoption of end-users from the use of personalized communication channels down to team levels to explain the desired culture, reasoning for transformation, and the benefits of such a transformation. By analyzing the current culture and mindset, change managers can analyze specific mindset changes and habit changes needed to adopt the cloud solution (Gannod et al., 2018). Through personalized communication, end-users can set expectations for the new way of working and understand the benefits and the purpose of change. For end-users, understanding the how and the why are an essential stepping stone for setting up behavioral learning of the new way of working (Sommer, 2019). This will initiate
excitement, motivation, and willingness to change (Gannod et al., 2018). Overall, to increase adoption, the change managers must analyze the current organizational culture and mindset in order to create a personalized communication regarding the purpose, benefit, and expectation management for the impacted end-user groups. Therefore, the model should increase the detail in the methodology of how to use communication to use in a cloud solution (Table 10). As a result, change managers will be able to better guide the adoption of a cloud solution by enabling mindset and culture change and increasing the understanding and excitement of the end-user to support such an initiation.
Recommendation 4:
• To overcome the adoption of ‘culture, mindset, and behavior change,’ Deloitte has to create a sub-layer to the Post-Go-Live Change Campaign deliverable within the EVD V2V methodology, outlining the use of
personalized communication.
Table 10
EVD V2V Methodology Change Proposal for the Change Management Approach of Communication. The Proposed Addition is in the Sixth Layer.
Additional Layer 6 Build Post Go-Live Change Campaign:
Identify:
• The current company culture, mindset and behavior of identified stakeholder groups impacted by the cloud solution
• The individualized impact and benefits for the identified stakeholder groups impacted by the cloud solution • What is expected of the identified stakeholder groups impacted by the cloud solution
Focus on individualized purpose and benefit of the cloud solution for the identified stakeholder groups impacted by the cloud solution
Focus on how the ‘way of working’ will change. For this, set expectations of the ‘way of working’ for the identified stakeholder groups impacted by the cloud solution
Identify a smart and simple way of commutating within the organization, and utilize such channels for the Post-Go Live Change Campaign
over time (Stouten et al., 2018). Furthermore, to target the mindset and behavior transformation, end-users have to practice new habits, and with time, they become normalcy, gradually shifting one's mindset by the new habits (Gannod et al., 2019). For this, Deloitte has an internal tool called Habi, designed to enable culture
transformation and habit formation by focusing on behaviors critical to the new way of working. The tool creates a platform where the end-user will write down habit goals for each day, which they would like to practice, and then using nudges, the tool will track how often the end-user practices these desired habits (“Habi,” 2020). The monitoring of such statistics enables change managers to identify how end-users are forming new habits. However, the findings indicate that while consultants are aware of the importance of measuring the adoption, change managers in practice do not always complete this action due to a lack of time and knowledge of how to complete these actions. Therefore, the model should foster understanding and guide change managers on how to complete the measurement of adoption. This will benefit Deloitte by providing clarity to consultants on the advantages of measuring adoption, how to measure the adoption, and therefore increase the willingness of consultants to complete this action (Table 11). As a result, the change managers will provide a better service to the end-users and increase their clients' adoption rates.
Recommendation 5:
• To overcome the adoption barrier of ‘culture, mindset, and behavior change,’ Deloitte has to elaborate the Measure Change Adoption and Impact deliverables in the EVD V2V methodology, explaining how to measure the adoption of end-users.
Table 11
EVD V2V Methodology Change Proposal for the Change Management Approach of Monitoring Adoption. The Proposed Addition is in the Sixth Layer.
Additional Layer 6 Build Change Adoption Dashboard:
Identify:
• The key performance indicators • The adoption indicators
• How one can measure the adoption indicators
• What the cloud solution vendor can measure inside the cloud system
• How can one gather feedback on the tool outside of cloud tool (surveys, feedback sessions, etc.) Collect Change Adoption Metrics:
Collect data via the cloud solution
Collect adoption data via use of surveys focusing on the adoption of the new way of working
To foster habit transformation, using the tool ‘Habi’, designed to enable culture transformation and habit formation by tracking behaviors which are critical to the new way of working for identified stakeholder groups impacted by the cloud solution
Change Approach to Address the Adoption Barrier of Training
in their moment of need,’ where the moment a user wants to complete an action in the cloud, that is when they learn how to do this (Gottfredson & Mosher, 2010). Digital adoption platforms make it effortless to use any cloud solution by providing proactive, step-by-step guidance to assist a user (Faustmann et al., 2019). This software automatically recognizes the end-users role and authorizations, and based on the current page they are on, the tool identifies the action the end-user is trying to complete and offers guidance (Faustmann et al., 2019). In addition, personalized learning support enables end-users to adapt to the new tool more easily, thereby guiding their adoption journey. While the use of the tool is learned via the performance support learning, training workshops should foster the new way of working by focusing on process changes and the impact on the mindset and behaviors which support the new process. Overall, the performance support software provides an agile methodology for the end-user to learn how to use the updated function when they need to use it. Therefore, the model should foster performance support learning to provide an agile learning metric to the end-users (Table 12). As a result, consultants will have more ease in providing continuous training to end-users, which will also increase the ease of leaning for the end-user. The performance support tooling provides practicality, good user experience, and engagement for the end-user, therefore enhancing their adoption experience (Faustmann et al., 2019).
Recommendation 6:
• Deloitte has to create a sub-layer to the Define Ongoing Learning Governance step within the EVD V2V methodology, outlining the use of performance support learning to address the ‘agile training’ barrier.
Table 12
EVD V2V Methodology Change Proposal for the Change Management Approach to Overcome the Adoption Barrier of Agile Training. The Proposed Addition is in the Sixth Layer.
Additional Layer 6 Define Ongoing Learning Governance:
Determine:
• Critical and non-critical leaning needs • Behavioral learning needs
• What are the ongoing learning needs
• loud-based learning opportunities such as ‘Walk Me’ and ‘Enable Me’
Draft performance support learning plans for the individual updates of the cloud solution Deploy Ongoing Learning Governance:
Build customized cloud-based learning opportunities
Update customized cloud-based learning opportunities with the corresponding system update
Deloitte wants to ensure the best advice and assistance for their clients when providing digital enablement services. To contribute to this goal, I investigated, “How can change management strategies address the adoption barriers within the Vision to Value framework in order to support cloud solution adoption?”. By investigating adoption barriers that pose a challenge to end-users to adopt the cloud solution, Deloitte can create
corresponding methodologies and strategies to overcome the adoption barriers. Furthermore, the adoption barriers identified in the research are ‘resistance,’ ‘culture, mindset, and behavioral change,’ agile ‘training’ delivery. In order for Deloitte to address these barriers, I propose to create a sub-layer to the EVD V2V Methodology, outlining the change management approaches which address these barriers. Thereby,
barrier, using ‘personalized communication’ and ‘monitoring of adoption’ to address the ‘culture, mindset and behavioral change,’ assisting end-user with ‘performance support leaning’ to overcome the barrier of agile ‘training.’ As a result of incorporating these approaches, the model will enable consultants to better support end-users in their adoption journey of cloud solutions. Furthermore, change consultants will be able to make more efficient use of the models by enhancing the management of the vision to value framework and methodology. Following these recommendations, Deloitte will be able to provide a targeted service to their clients when supporting them in adopting a cloud solution, which will strategically advance the practice of Deloitte and help make an impact that matters for people, clients, and society.
Theoretical and Practical Implications
The present findings provide theoretical implications. Firstly, the research adds to literature as it provides a case study on adoption barriers. Furthermore, this study provides a better understanding of user resistance, which will help in the development of cloud solutions' adoption strategies. Moreover, the results of this study shed light on the building blocks needed for an effective cloud adoption approach. Fostering the understanding of how to address adoption barriers in a cloud solution implementation also helps inform decision-makers on critical strategic decisions regarding the adoption of a cloud solution.
Next, this study has substantial practical implications for Deloitte and their client organizations. The proposed solution directs feedback from clients on previous cloud solution implementations, creating more focus on how to enhance the EVD V2V methodology to direct further effort on adoption barriers. This frame of reference informs Deloitte about which strategic aspects they need to consider to understand the adoption barriers of their clients and target their change management practice to target adoption barriers, as showcased above. If this version of the EVD V2V methodology is applied, the most vital practical implication would be the increased digital enablement for the clients, which means that the overall revenue would increase for Deloitte. However, the cost for training consultants would not increase, as they already possess the frame of reference that enables them to use EVD V2V methodology. Furthermore, considering the outcome of this study, one may predict that more organizations will adapt their change practices to accommodate adoption barriers when implementing a cloud solution. Hence, this research contributes to policy by informing firms, practitioners, and other stakeholders on the critical issues to consider in the implementation of cloud solutions.
Limitations and Future Research
have overlooked topics deemed crucial to the adoption of the cloud solution at a point in time of implementation. However, they were forgotten with time and did not arise in the interviews (Anderson, 2017).
Conclusion
