1. Change Agents Why your Transformational IT Initiative Will Fail Without Them
Terri Campbell
Sr. Director of Change Leadership

2. Today’s Conversation
Today’s objective
Increase awareness of
the movement from Super User to Change Agent
the critical role our Change Agents play in transforming the business on major IT implementations
Why? So business can prepare a NEW CULTURE, new processes and new organizational roles to ADOPT new solution and realize the return on investment
McKesson’s Historical Relationship with Business Strategy and IT Investment
Are Businesses Ready for HANA?
Managing The People Side of Change
Critical Success Depends on our Change Network
Q&A
9/20/2018
McKesson Corporation Confidential and Proprietary

3. McKesson at the Center of Healthcare
Delivers pharmaceuticals to retail pharmacies and institutional providers like hospitals and health systems.
Supplies pharmacy management software systems to more than 8,000 locations across the U.S.
Pharmacies
Manufacturers
Payers
Consumers
Providers
Provides software, automation, services and consulting to hospitals, physician offices, imaging centers, home health care agencies and payers.
Confidential | For internal use only

4. Business Strategy Relationship to IT Investment
Mergers
Program Implementations
Technology
Launches
& Acquisitions
Organizational Transformation
Work Your Way
9/20/2018
McKesson Corporation Confidential and Proprietary

5. Are Businesses Ready for HANA?
A few Value Propositions
Culture Context
Real Time Decision Making
“IT Infrastructure implementations require cultural shifts to achieve expected benefits from technical and process changes.”
“As incremental design and culture changes are implemented within impacted business areas, it will be critical for Executive Leadership
to define and communicate organization-wide design and culture expectations”.
Accelerate Business Performance
Improve IT Efficiency
Culture Attributes to Leverage
Analysis orientation rather than transactional
Process Orientation: Discipline, measurement and incentives tied to key processes.
Business Productivity
Place a high value on Collaboration Interactions (across functions and sites)
9/20/2018
McKesson Corporation Confidential and Proprietary

6. Change Leadership: Managing the People Side of Change
We accelerate business results through the discipline of managing the people side of change
Accelerated ROI delivery
WITH CHANGE LEADERSHIP
UNDERSTANDING
ACCEPTANCE
ADOPTION
SUSTAINMENT
AWARENESS
Speed of alignment
Speed of adoption
The Change Leadership Effect
How do we know if our change efforts are working?
Our employees are performing as required by the initiative
The project is a measurable success
Our employees are engaged and committed to the change
9/20/2018
McKesson Corporation Confidential and Proprietary

7. Change Leadership: Managing the People Side of Change
We accelerate business results through the discipline of managing the people side of change
WITH CHANGE LEADERSHIP
UNDERSTANDING
ACCEPTANCE
ADOPTION
SUSTAINMENT
AWARENESS
Risk without change leadership
Operational Errors
Confusion
Sub-optimization 7
9/20/2018
McKesson Corporation Confidential and Proprietary

8. Change Leadership: Integrated Services Support Program Lifecycle
Feasibility
Sustainment
Planning
Implementation
Define
Design
Build/ Test
Deploy/ Warranty
Sustain
What We Do
Establish the foundation
Identify specific ways in which the business will be - Broaden business engagement across impacted areas
Develop and execute targeted action plans
Facilitate business readiness and provide the guidance and support
Establish processes and mechanisms within the business to
Change Leadership Delivery
What We Deliver
Change Program Design
Change Program Management
Governance / Sponsorship Plan
Governance / Sponsorship Support
Stakeholder Analysis
Stakeholder Engagement Plan
Change Network, Super User & Business SME Engagement
Change Impact Assessment
Business Readiness Assessment
Communication Planning
Sustainability & Transition Planning
Cutover & Transition to Steady State
Communication Development & Delivery
Training Needs Assessment
Training Planning
Training Development & Delivery
9/20/2018
McKesson Corporation Confidential and Proprietary

9. Change Leadership: Change Network
In order to be successful, a Change Network must be Designed, Built and Implemented
SPONSORSHIP
OWNERSHIP
Steering Committee
Process Committees/Key Business Owners
Process Owners
Local Sponsors
Site Champions
Advisory Councils (Change Agents)
Super Users
Project & Extended Team
Governance / Sponsorship Plan
Stakeholder Engagement Plan

10. People Change Requires Culture Consideration
Key Takeaways
People Change Requires Culture Consideration
From transformational to smaller changes– what behaviors do you need
Change Agents Are champions of the technological, business process and culture changes, and capable of leading them
Super Users Have contributed to successful transitions and possess the necessary capabilities to effectively lead in the new environment
Move Super Users Upstream Increases effective contribution to design, influents in leading cultural change
9/20/2018
McKesson Corporation Confidential and Proprietary