Business Analysis Driven Change A Case Study: Going Paperless at Sunoco, Inc. By
drawers. This would cost over $3.3M over the 10-year term of the lease. It was the “perfect storm” of opportunity. Three segments of the environment were changing at This alone became an economic incentive to once - technology, the legal environment and examine our information storage and the cost structure all converging. alternatives to save costs and improve internal processes. This case study shows how a programmatic approach to change and the integration of The effort began with fact-finding as we practices and techniques enabled us to discovered that our file drawers contained both succeed. valuable records needed to operate the business along with infrequently used records. The challenges occurred as we implemented a We also learned that information was out of new way of handling basic work processes date and/or difficult to determine the latest across a large corporation. The impact affected versions. We also looked at other paper-based many departments and divisions. Managing records at our remote offices and off-site change across large enterprises is always storage facilities. challenging, and this project was no exception. Like so many change efforts today, process The team reviewed policies and legal improvements were enabled by a new requirements to determine what could be stored computer-based information system. So this off-site or tossed out. We found that some story is about change in people, process, and information storage was necessary, but could technology. be done in alternative ways. Bottom line was that 15% could be tossed out, 50% was suitable for remote storage and about
35% was needed to perform current A certain image of local events was in the transactional business. Of the 50% suitable for minds of Sunoco executive staff. They all remote storage, the bulk of this was legal remembered the devastation of September 11, requirements such as contract and invoices that 2001 and the World Trade Center. The loss of could be scanned and accessed electronically. people, of course, is the real tragedy, but the For the 35% of active documents, we needed to thought of losing paper records and watching examine how each document was used and them fly down the streets of New York was also how it fit in the workflow. Part of this included impactful. minimizing the need for documents to ever go There was also the high-rise office building fire into file cabinets after the transaction was in Philadelphia only three blocks away. The complete. loss of their business records was also having Each item needed a plan for change including Sunoco’s leadership team think about their process change,
the people impact and whole record
s retention strategy and business technical solution. Details included the desk resumption plans. procedure level for the department and overall When we decided to move to a new office workflow to the organization. space, a quick calculation showed that we had Fulmer & Arseneault, IIBA ACMP Change Management 2015 April 12 – 15, 2015 – Las Vegas, NV, USA Page 2
Overall, more than 50 departments were responsible for space and buildings along with involved in the change, and approximately other affected departments such as Health & 54,000,000 pages needed to be scanned and Safety, Purchasing, Risk Management and the stored off-site. CIO and technology groups. To support these changes, a new scan center There was also the SVP of Legal who had was built in the new facility to handle about teams involved with the Corporate Secretary, 6,000 documents per day. In addition, and the Records Management & Compliance approximately 1,200 forms needed to be Groups. redesigned and move from bulk pre-print to online ‘fill and print on demand’ format. A re- Forming a “coalition of the willing” and design of our records management process establishing a steering committee was part of was also undertaken with legal staff to unify all the challenge in initiating our change records, including paper, email, fax, and others management program. using a globally unified record index system. The senior executive staff was willing to rally Four key vendors were involved and behind a single senior business leader to approximately 930 users needed to be trained. oversee the day-to-day change effort, and that Most were folks affected by the implementation person was the VP of Procurement Services. of about 150 impacted major work processes. This was the right person to work with the A dedicated staff of four was committed for community since he had a strong background in approximately 20 months to complete the organizational development as well as project, and overall costs were approximately negotiating and business process improvement.
2.2 million. He was recognized as
an agent of change and shrewd business person. First Challenge We established a project office that included Sponsorship and the Business Case representatives from each of the business areas, and then began doing the work The primary key was to establish the level of necessary to validate sponsorship down to the sponsorship needed to drive the significant department level. amount of change. This involved several senior executives to assure that all stakeholders were A basic set of change impact assessments, aligned and satisfied with the approach and stakeholder analysis, engagement steps and timing of the change. They were also communication plans were developed. Each responsible for ensuring that the organization group worked to validate the work processes, could achieve both the economic and and then identify the volumes and level of effort operational benefits desired. to put together our business case parameters.
The first key sponsor was the Chief Financial Officer
(CFO) who had a large number of This initial work created a lot of organizational affected departments. These teams would buzz and handling the churn of information assure that the economic benefit case was became a major challenge. A concerted effort solidly constructed and credible. was placed on assuring each group that due diligence would be paid to each element of the In Sunoco, there is also a Senior Vice-President change. This enabled the team to create of Administration who is responsible for many of enough detail for the business case to be the staff groups. This includes the facility group compelling for the sponsors, and to assure Fulmer & Arseneault, IIBA ACMP Change Management 2015 April 12 – 15, 2015 – Las Vegas, NV, USA Page 3
each operational and staff group that their were using had been in place for most of their requirements would be fully understood with careers. IT systems were often used but not appropriate solutions to meet their well understood. In some cases, work requirements. It was about balancing the pure processes did not fully synchronize with manual ‘business’ economics, with the people and process and with the way work was performed. culture issues of change. Changing from paper to a mix of paper, and Second Challenge mostly electronic based processes, was a dramatic and significant change. It meant The next challenge was to incorporate the right changes in job descriptions re-establishing mix of change management practices, project performance and service level expectations. management and business analysis practices Like a major highway construction project, the to handle the need of each department. culture needed to accept that there would be a Although this was managed at the highest level lot of “temporary inconvenience” for long-term as one major program, at the ground level, improvements. Added to this was the fact that each department and each work process was a the entire company was physically moving to a separate component of work.
Blending these new office space with a completely open floor different functions with their separate practices space. Our culture was destined for upheaval. was really the key to a successful business outcome. The key to meeting the second challenge is really a story about integration. We often Each department and each work process was ‘stovepipe’ our solutions and manage change analyzed for its overall work flow, its use of within only one aspect of a function. In this document life cycle, and what the ‘as is’ and the case, we needed to look at an integrated ‘to be’ solution would look like. Each form was approach across disciplines to achieve examined, each document type analyzed, and business outcomes the organizational changes each workflow carefully reviewed to determine needed. what level of electronic automation was suitable. User requirements were documented, and classic business analysis techniques
Third Challenge applied
The objective was to understand what Transitioning from project to operations change would be recommended for the process and how best to use technology to support the Since the program affected many departments, process change. employees and work processes, changes were delivered in many steps rather than in a “big A change readiness assessment was used to bang” approach. As a set of components were determine how best to prepare the organization. identified, analyzed, designed and built, stored This was performed in careful coordination with files were sent to be scanned and the new the stakeholders and their management teams. transactions began. This meant that each Each of these in turn drove a work breakdown, component had to be constantly transitioned and a work plan for the project to proceed once from project phase to operational phase in a approved. This level of business engagement very short timeframe.
To keep the business was critical to our
success. running smoothly, we had to turnaround Dealing with resistance to change was another document processing very quickly. component the teams focused on. For most departments, the paper-based processes they Fulmer & Arseneault, IIBA ACMP Change Management 2015 April 12 – 15, 2015 – Las Vegas, NV, USA Page 4
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