APPENDIX G: WEEKLY REPORTING

Integrated Operations Change Management

Recognition

ALL for your time and commitment to embracing the purpose to the program (and our presence)

Patrick Stanley and Debbie Sleith for the overall project kick-off, preparation and coordination of a ‘well-oiled’ team and program.

• Overall session quality is generally high; this metric is measured as a function of openness, duration, content and accountability is vital for any high performing team. High performing teams, in this context, are those that are satisfying organizational needs, effectively challenging one another, and constantly in search of information that will enable them to improve.

Coaching sessions with respective OSO Supervisors;

• Assist with workshop facilitation regarding calendar and communication cadence; Begin development of Communication Philosophy (coordinate with HR);

5.5 5.3 50.0% 31.3%

Highlights

Witnessing two OSO Supervisors hug in a meeting; we have never seen that kind of camaraderie and gratitude before

Integrated Operations Change Management

Recognition

ALL for exhibiting behaviours of vulnerability, support and gratitude within team meetings and working sessions ahead: Next Week [ September 13 – 17, 2021 ]

Eric Thomas for initiating workshops with the Archipelago team to understand the organization and establish several ways to collaborate.

HR-led OSO Leadership Team Sessions scheduled for Wednesday and Thursday (15 + 16); Many teams are conducting their respective ‘Kick-Off’ meetings; Progression of How We Work: Communication principles;

• Progression of Communication/Meeting Cadence planning;

Look ahead: Next Week [ September 6 – 10, 2021 ] 7.3 6.8 33.3% 16.7%

Highlights

Organizational Governance and relationship building has been the primary focus of weeks 0 and 1 – process design and coaching will become more of a focus once personnel transitions are more complete; The Archipelago team conducted their respective Personality Dimensions profiles:

Adam Onulov:

• All coaching session metrics have been trending upwards this week, with the largest increase being number of engagements;

• Baseline values are established as of this week

Safety is vital for any high performing team. High performing teams, in this context, are those that are satisfying organizational needs, effectively challenging one another, and constantly in search of information that will enable them to improve.

Integrated Operations Change Management

• Sessions were almost exclusively remote this past week;

• Coaching and meeting sessions have been transitioning to whiteboarding, scoping and mapping sessions towards the end of this week.

OSO leaders to begin scoping specific deliverables and accountabilities for their three primary focus areas (90d plan + 120d plan + 2 year plan); Engagement with internal and external stakeholders (with process mapping exercises) to commence next week.

Success Metric: Meeting Effectiveness

6.7 6.4 0.0% 0.0%

Highlights + insights

6/6 (100%) OSO teams have had initial kick-off meetings with larger;

• There have been concerns expressed about the volume of work versus the timing of the work – prioritization and scoping are critical next steps; Public health protocols forced all but one engagement to be conducted remotely –Archipelago will continue to be available by all means;

• Archipelago team is expanding their coaching reach, up to 14 coaching relationships and 21

Integrated Operations Change Management

Success Metric: Scoping + Schedule

Continued scoping and data input into the action tracker;

• Formal Process Mapping + Scheduling workshop scheduled for Monday morning; Review of deliverables and identified processes to occur Thursday/Friday with a consolidation of all deliverables into one timeline to follow.

Look ahead: Next Week [ September 20 – 24, 2021 ] 6.6 6.8 35.8% 79.2%

Highlights + Insights

Action Tracking tool introduced to 6/6 OSO leaders with clients conducting ‘keystrokes’ and navigating the tool; and the initiation of client driven inputs into the tracker (Scoping)

• P&O team did their first deep dive of the Integrated Operations processes, as part of their scoping and scheduling exercise

• Hearing the Discipline Engineers’ mapping their capabilities and gaps to understand their competitive advantages

Reviewing initial scopes and process maps with Operations Technologies + Analysis

Integrated Operations Change Management

6.3 6.6 50.8% 88.9%

Highlights + Insights

We are starting to see some of the team storming & norming” taking place. People are become more comfortable with their new jobs and are settling into their new teams. Levity and expressions of gratitude are slightly under average and constructive conflict in meetings and quality of conversation are up, too. We want to see differences of opinions and willingness to challenge one another while still being able to come back together and align on decisions being made.

Iteration 01 of our action plan until the end of

Integrated Operations Change Management

Success Metric: Scoping + Schedule

• Archipelago to work with key clients establish a realistic update cadence with the intention that it will become part of how they manage their business (activities, deliverables, dates, etc.);

Session 02 with Discipline Engineers on establishing core strengths and preparing to be the 2nd wave of change after optimization processes are established;

• Readiness (Action) Tracker has been populated, but the OSO Leaders have not established the habit of updating their Deliverables / Actions;

Leaders are intentionally engaging their teams with conversations about being high performing and working on how they work;

Getting the items into an accountability tool has forced the team to pragmatically think what's actually achievable over the next 3 months. It's also forced the team to really consider stakeholders, since most process-mapping activities involve others.

Integrated Operations Change Management

• Specific item that should/will be a focus for Archipelago will be Accountability; which equates to clear actions and direction. When actions are being taken – they are of increasing quality, but are only being captured in 1 out of every 3 meetings.

of

Driven” conversations where leaders are using the tool and it’s outputs to drive productivity and clarity.

• We had our first intentional social engagement (fellowship). This is important for OSO leaders to reinforce their rapport with Archipelago and each

Integrated Operations Change Management

Success Metric: Scoping + Schedule

• Deep dive into Psychological Safety with the OSO functional leaders; and follow-up learning session focusing on principles of Process revisit communication strategies (content and cadence); how can we communicate more and close the gap between expectation and execution?

Highlights + Insights

• Increased cross-functional working sessions as clear evidence that there has been a transition into execution and integration;

• Conflict, has jumped over 20 percentage points compared to baseline measure. Conflict, which is meant as constructive conflict, is measured as a combination of observable behaviors: openness, good questions, challenges, resolutions, conversation quality, constructive conflict, aligned & supported decisions;

• Introduction of design thinking and prototyping principles with the OSO Leads and some of their teams; observable trickle-down of language behaviours and concepts.

Integrated Operations Change Management

Integrated Operations Change Management

Success Metric: Scoping + Schedule

• Formalization of communication framework; functional teams will have to transition into education and communication mode as we near significant golive dates (December 01); Continuation of narrative building and prototyping desired state processes; testing sessions are expanding to cross-functional and field-based audiences

• High Quality testing and prototyping sessions were observed in multiple groups; design thinking principles could prove to be transformational to pace of process design;

Discipline to overcommunicate with more broad and more granular audience will be critical prior to go-live dates;

• Expressing gratitude to others in a meeting is quite low right now, observed in only 54% of the meetings this week. Expressions of gratitude are simple ways of reinforcing desired behaviors or thanking someone for a job well done;

Pursuit of new ways of thinking and communicating will prove to be beneficial to potential organizational savings and efficiencies (ex: meeting intensity calculator + visualization)

Integrated Operations Change Management

• Readiness Assessment. We measured the organizational baseline in the first week of September, and will conduct a pulse-check next week.

Session: High Performance Teaming will take place next week with opportunities for each functional lead to share content with their respective teams.

Highlights + Insights of Meeting Frequency and Density has created the right sense of urgency to broadly communicated an evaluation of how much time is spent in meetings.

• Challenge: The absence of a clear value proposition to engage the field-based personnel, it will likely be incredibly challenging to align the execution to the expectations.

• Acknowledgement that gaps between now and Dec 1 still exist, and closing them won't be easy - the stress level has increased, but in our opinion not to an unhealthy level, but to a "we need to sprint to the

Integrated Operations Change Management

Success Metric: Scoping + Schedule

Readiness Assessment. Presentation of findings, which initially show the resourcing, sponsorship and people components are scoring very high, and alignment (site-based) and communication need added focus..

Learning Session: High Performance Teaming, will take place next week with opportunities for each functional lead to share content with their respective teams Final Program Report scheduled for November 26th, with document to be distributed shortly after.

Observing the them allowed for additional insights and coaching opportunities to support High Performance.

Kick-Off and first learning session with nominated site-based ‘champions’; this is a hugely important initiative towards bridging the gap between concept and execution.