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When You Need to Know They Know (Part One): Easing the Change Effort

I’ve seen first-hand the results of ANCILE’s long partnership with the SAP Education team. Over the past 15 years, our product portfolio has evolved from ANCILE Info Pak to SAP Productivity Pak by ANCILE and, now, to our third joint offering: SAP® Communication Center by ANCILE.  Stewart Davis’ recent blog post highlighted this latest offering in the partnership between SAP and ANCILE to bring learning and employee performance solutions to our mutual customers. Our goal? Simple and achievable: accelerate and track change management efforts.

Over my years at ANCILE – whether I was consulting with customers, creating user documentation, coordinating our user group activities, or developing content for our customers and partners – I’ve seen our mission in action as we released products.  Our first product was developed to make it easier for our own consultants to work smarter by automating the development of learning content to support SAP implementations. The products we’ve brought to market since then build on the same mission – to help our customers work efficiently and productively and get the most out of business applications like SAP.

Some of the latest communications tools on the market are focusing on improving workforce communications and delivering ‘validated communications’. Put very simply, there are times when you need to know they know.  Over this three-part blog series, I’ll be sharing some customer examples to demonstrate the use of ‘validated communications’ within organizations today.

Communications within the ANCILE customer support team is one such example. We recently introduced a new customer service platform. This was a big change for our employees, and the focus was on ensuring our team was ready to hit the ground running on day one so the change would NOT be big for our customers.

Before go-live, stakeholders created messages via SAP Communication Center to ensure the support team members – located in 6 different countries – were prepared for the upcoming change and were ready to execute tasks at go-live.

At go-live, late-breaking updates were easily distributed to ensure the team was informed and remained able to meet desired turnaround times on ticket processing.

Finally, after go-live, our subject matter experts are using SAP Communication Center to create and send ‘drip’ communication campaigns to deepen the team’s understanding of the software and introduce more advanced functionality. Because our new customer service platform is in the cloud, we receive frequent software updates – the team’s ability to rapidly push out key messages helps the team stay informed about changes.

There’s a less obvious benefit to quick and confident message distribution: the ability for all leadership levels to participate in change management efforts. Benchmark data from the Prosci® Change Management Learning Center highlights the key roles that the CEO and the direct supervisor play in change communications. During our change efforts here at ANCILE, we’ve helped senior leadership communicate regarding the business need behind the change and helped direct supervisors communicate more personally with coaching messages.

In the second part of my series, I’ll highlight an enablement success story. But in the meantime, I’d love to get your feedback to this post right here on SCN!

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