SlideShare ist ein Scribd-Unternehmen logo

Catalyzing Change and Realizing Business Results

•
•
Prosci
Prosci

How individual transitions realize organizational and project ROI. Presented by Michelle Haggerty at M&IW Campus Week 2015

Business
1 von 55
Copyright Prosci 2015. All rights reserved. Research | Methodology | Training | Advisory Services Catalyzing Change and Realizing Results www.prosci.com | 970-203-9332 Prosci ® Michelle Haggerty mhaggerty@prosci.com 1
Copyright Prosci 2015. All rights reserved. Bigger Change 2
Copyright Prosci 2015. All rights reserved. Faster Change 3
Copyright Prosci 2015. All rights reserved. More Complex Change 4
Copyright Prosci 2015. All rights reserved.5 also available To: 22333 Start your text with… unique string More Cross Functional
Copyright Prosci 2015. All rights reserved.6
Copyright Prosci 2015. All rights reserved. The achievements of an organization are the results of the combined effort of each individual. Vince Lombardi 7
Copyright Prosci 2015. All rights reserved. Current Transition Future TC F C C C C C C C C C C C C C C C C C C C C C C C C T T T T T T T T T T T T T T T T T T T T T F F F F F F F F F F F F F F F F T T T F F F F F F F F Ultimately requires individuals to move from their own current to their own future An organizational move from the current to the future 8
Copyright Prosci 2015. All rights reserved. TransitionCurrent Future Individual Transitions Impact Results and Outcomes = X project benefits created Current FutureTransition Individual transitions get bumpy Individual transitions take longer Individual transitions incomplete Individual transitions not as expected <X 9
Copyright Prosci 2015. All rights reserved. Your ability to deliver on your MISSION is directly impacted by how effectively you manage change10
Copyright Prosci 2015. All rights reserved. How do we support INDIVIDUAL transitions to achieve results? 11
Copyright Prosci 2015. All rights reserved.12 Change Catalyzing Questions Why –Who – How Much – What
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 13
Copyright Prosci 2015. All rights reserved. Why Are We Changing? 0 500 Future Organizational Benefits Project Objectives Revenue Costs Profits Efficiencies Compliance Safety Process Excellence Customer Satisfaction Specific metrics and measurements for improvement How work will be different after the change 14
Copyright Prosci 2015. All rights reserved. Why Are We Changing? Project Objectives 1. ? 2. ? 3. ? 4. ? 5. ? Your Project or Initiative Organizational Benefits 1. ? 2. ? 3. ? 4. ? 5. ? 15
Copyright Prosci 2015. All rights reserved. Project Objectives Data entry kept up-to-date Accurate information entered Accurate reports generated Increased use by all employees Organizational Benefits Increase revenue by: Turning leads into customers/clients Increasing wallet share per client Why Are We Changing? CRM (Customer Relationship Management)
Copyright Prosci 2015. All rights reserved.17 On a scale of 1 (muddy) to 5 (crystal): how clearly are organizational benefits and project objectives defined on your efforts? PUNCHLINE: Defining the why behind changes is crucial – data shows a direct correlation to meeting objectives. “People don’t buy what you do, they buy why you do it.” Sinek
Copyright Prosci 2015. All rights reserved. Definition of Goals and Objectives Drives Results 18 Poorly Defined Goals and Objectives Adequately Defined Well Defined Very Well Defined = met objectives= exceeded objectives
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 19
Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? Future F F F F F F F F F F F F F F F F F F F F F F F F F Future Organizational Benefits and Project Objectives Individual Transitions (adoption and usage) depend on and require Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5. 20
Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? Individual Transitions Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? 21
Copyright Prosci 2015. All rights reserved.22 Who Has to Do Their Jobs Differently? Adoption Usage Employees are doing their jobs the new way Employees are effective and proficient in their adoption
Copyright Prosci 2015. All rights reserved.23 Aspects of a person’s job you might impact Processes Systems Tools Job roles Critical behaviors Mindset/ Attitudes/ Beliefs Reporting structure Performance reviews Compensation Location ?
Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? Group What “to adopt and use” mean? How big of an impact? Aspects of job impacted Processes Systems Tools Job roles Critical behaviors Mindset/Attitude/Belief Reporting structure Performance reviews Compensation Location 24
Copyright Prosci 2015. All rights reserved.25 On a scale of 1 (never) to 5 (always): do you define change at the granular, individual level? PUNCHLINE: At 30,000 feet, change looks simple. But change happens at the individual level; we must define change at that granular level so we can drive individual transitions.
Copyright Prosci 2015. All rights reserved.26 Just because it is common sense does not mean it is common practice! Will Rogers
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 27
Copyright Prosci 2015. All rights reserved. How Much Depends on Individual Transitions? Portion of benefit that depends on individual transitions (CMROI) Value/benefit you expect from the change effort (Project ROI) “People Dependency” None AllHighLow Medium 28
Copyright Prosci 2015. All rights reserved. How Much Depends on Individual Transitions? Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5. Indicate how dependent this benefit or objective is on PEOPLE ADOPTING AND USING THE CHANGE 29 Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5.
Copyright Prosci 2015. All rights reserved.30 For a project you are working on, estimate the overall percent of expected results and outcomes that depend on employee adoption and usage PUNCHLINE: A considerable portion of the results, outcomes and value from our internal changes depends on supporting and equipping successful individual transitions. Gartner BPM Summit Dec 12, 2014
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 31
Copyright Prosci 2015. All rights reserved. What Can We Do To Drive and Support Individual Transitions? CHANGE MANAGEMENT 32
Copyright Prosci 2015. All rights reserved.33
Copyright Prosci 2015. All rights reserved. Change management: CHānj ‘manijmǝnt 34 Catalyzing individual transitions to deliver organizational results
Copyright Prosci 2015. All rights reserved. How does this person make a successful personal change? 35
Copyright Prosci 2015. All rights reserved. PUNCHLINE 36 If you understand how a single individual makes a change successfully, you can catalyze and support employees’ personal transitions to drive change results and outcome
Copyright Prosci 2015. All rights reserved. M T W R F An email on Monday for training on Tuesday for “go live” on Wednesday is NOT the way to prepare and equip individuals to successfully change37
Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model R A K D A Reinforcement To sustain the change Ability To implement required skills and behaviors Knowledge On how to change Desire To participate and support the change Awareness Of the need for change 38
Copyright Prosci 2015. All rights reserved. Real Life Example of ADKAR 39 SAVE OUR PLANET Dear Guest, Every day millions of gallons of water are used to wash towels that have only been used once. YOU MAKE THE CHOICE: A towel on the rack means “I will use again.” A towel on the floor means: “Please replace.”
Copyright Prosci 2015. All rights reserved. A Few More Real Life Examples 40 Same change, different Desires
Copyright Prosci 2015. All rights reserved. A Few More Real Life Examples 41 App introduction screens – K and A The Weather Channel Fandango Pulse
Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model R A K D A Reinforcement “I will continue to…” Ability “I am able to…” Knowledge “I know how to…” Desire “I have decided to…” Awareness “I understand why…” 42
Copyright Prosci 2015. All rights reserved. ADKAR Defines Success: For One Person or Organization-Wide Changes 43 R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A Change with one person Or five people… Or twenty people… Or 1000 people…
Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model 44 What is the nature of the change? Why is the change happening? Why now? What happens if we don’t change? Change begins with understanding why R A K D A Awareness IS: Awareness of the NEED for change Awareness is NOT: Awareness that a change is happening
Copyright Prosci 2015. All rights reserved. Desire is tricky because You cannot MAKE Desire, but… You can INFLUENCE Desire Prosci ® ADKAR ® Model 45 What’s in it for me (WIIFM)? What are the personal motivating factors? What are the organizational motivations? Change involves personal decisions R A K D A
Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model 46 Training on and learning new behaviors, skills, processes and tools During and after the change occurs Change requires knowing how R A K D A Knowledge is NECESSARY but not SUFFICIENT for creating change This is what Knowledge without Awareness and Desire looks like
Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model 47 Demonstrated capability to implement the change in performance or behavior Change requires action in the right direction R A K D A There can be a Knowledge-Ability Gap Knowledge = Ability/ Knowledge Knowledge Knowledge Ability Ability Ability
Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model 48 Actions that increase the likelihood that the change will be continued Recognition and rewards to sustain Change must be reinforced to be sustained R A K D A Without Reinforcement, it is our tendency to revert back: • Natural • Physical • Psychological
Copyright Prosci 2015. All rights reserved.49 Which ADKAR® element do you believe is the hardest to influence?
Copyright Prosci 2015. All rights reserved. What role do you play in helping this person change? 50
Copyright Prosci 2015. All rights reserved. PUNCHLINE 51 As a leader in the organization, you play an active role in catalyzing individual change because people look to and listen to you.
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 52
Copyright Prosci 2015. All rights reserved. PUNCHLINE You can drive more successful change when you begin answering: WHY WHO HOW MUCH WHAT 53 Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions?
Copyright Prosci 2015. All rights reserved. SUCCESS SUCCESS Adoption drives ROI You can drive adoption 54
Copyright Prosci 2015. All rights reserved. The following are trademarks or registered trademarks of Prosci, Inc. All rights reserved. Prosci®; Project Change Triangle™ (PCT™); Awareness Desire Knowledge Ability Reinforcement®; ADKAR®; Prosci® Change Management Maturity Model™; Preparing for Change, Managing Change, Reinforcing Change™ 55

Empfohlen

Creasey ADKAR Track Gartner BPM Sept 2015
Creasey ADKAR Track Gartner BPM Sept 2015Creasey ADKAR Track Gartner BPM Sept 2015
Creasey ADKAR Track Gartner BPM Sept 2015Tim Creasey
 
Demystifying Change Management: Prosci Change Management Certification Program
Demystifying Change Management: Prosci Change Management Certification ProgramDemystifying Change Management: Prosci Change Management Certification Program
Demystifying Change Management: Prosci Change Management Certification ProgramProsci
 
Prosci Change Measurement Framework and Scorecard - Draft
Prosci Change Measurement Framework and Scorecard - DraftProsci Change Measurement Framework and Scorecard - Draft
Prosci Change Measurement Framework and Scorecard - DraftTim Creasey
 
4 Change Catalyzing Questions
4 Change Catalyzing Questions4 Change Catalyzing Questions
4 Change Catalyzing QuestionsTim Creasey
 
Prosci ADKAR Dashboard webinar
Prosci ADKAR Dashboard webinarProsci ADKAR Dashboard webinar
Prosci ADKAR Dashboard webinarProsci ANZ
 
BGCA 2016
BGCA 2016BGCA 2016
BGCA 2016Tim Creasey
 
Stop Talking About What You Do and Start Talking About What You Deliver - Pro...
Stop Talking About What You Do and Start Talking About What You Deliver - Pro...Stop Talking About What You Do and Start Talking About What You Deliver - Pro...
Stop Talking About What You Do and Start Talking About What You Deliver - Pro...Tim Creasey
 
Prosci Change Capability Webinar
Prosci Change Capability WebinarProsci Change Capability Webinar
Prosci Change Capability WebinarTim Creasey
 

Empfohlen

Creasey ADKAR Track Gartner BPM Sept 2015
Creasey ADKAR Track Gartner BPM Sept 2015Creasey ADKAR Track Gartner BPM Sept 2015
Creasey ADKAR Track Gartner BPM Sept 2015Tim Creasey
 
Demystifying Change Management: Prosci Change Management Certification Program
Demystifying Change Management: Prosci Change Management Certification ProgramDemystifying Change Management: Prosci Change Management Certification Program
Demystifying Change Management: Prosci Change Management Certification ProgramProsci
 
Prosci Change Measurement Framework and Scorecard - Draft
Prosci Change Measurement Framework and Scorecard - DraftProsci Change Measurement Framework and Scorecard - Draft
Prosci Change Measurement Framework and Scorecard - DraftTim Creasey
 
4 Change Catalyzing Questions
4 Change Catalyzing Questions4 Change Catalyzing Questions
4 Change Catalyzing QuestionsTim Creasey
 
Prosci ADKAR Dashboard webinar
Prosci ADKAR Dashboard webinarProsci ADKAR Dashboard webinar
Prosci ADKAR Dashboard webinarProsci ANZ
 
BGCA 2016
BGCA 2016BGCA 2016
BGCA 2016Tim Creasey
 
Stop Talking About What You Do and Start Talking About What You Deliver - Pro...
Stop Talking About What You Do and Start Talking About What You Deliver - Pro...Stop Talking About What You Do and Start Talking About What You Deliver - Pro...
Stop Talking About What You Do and Start Talking About What You Deliver - Pro...Tim Creasey
 
Prosci Change Capability Webinar
Prosci Change Capability WebinarProsci Change Capability Webinar
Prosci Change Capability WebinarTim Creasey
 
Prosci Webinar - Applying the Prosci ADKAR methodology
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci Webinar - Applying the Prosci ADKAR methodology
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
 
Prosci Change Connect 2014 Breakout - Change Measurement Framework and Scorecard
Prosci Change Connect 2014 Breakout - Change Measurement Framework and ScorecardProsci Change Connect 2014 Breakout - Change Measurement Framework and Scorecard
Prosci Change Connect 2014 Breakout - Change Measurement Framework and ScorecardTim Creasey
 
Prosci Democratization of CM Webinar
Prosci Democratization of CM WebinarProsci Democratization of CM Webinar
Prosci Democratization of CM WebinarTim Creasey
 
Prosci Roles in Change Management
Prosci Roles in Change ManagementProsci Roles in Change Management
Prosci Roles in Change ManagementTim Creasey
 
"At the Intersection of Agile and Change Management" - ACMP USA
"At the Intersection of Agile and Change Management" - ACMP USA"At the Intersection of Agile and Change Management" - ACMP USA
"At the Intersection of Agile and Change Management" - ACMP USATim Creasey
 
Prosci Change-Enabling Systems Webinar
Prosci Change-Enabling Systems WebinarProsci Change-Enabling Systems Webinar
Prosci Change-Enabling Systems WebinarTim Creasey
 
Prosci Change Scorecard - TCB Change Management 2015
Prosci Change Scorecard - TCB Change Management 2015Prosci Change Scorecard - TCB Change Management 2015
Prosci Change Scorecard - TCB Change Management 2015Tim Creasey
 
Prosci Webinar - Advanced Applications of ADKAR
Prosci Webinar - Advanced Applications of ADKARProsci Webinar - Advanced Applications of ADKAR
Prosci Webinar - Advanced Applications of ADKARProsci ANZ
 
Five Tenets of Change Management
Five Tenets of Change ManagementFive Tenets of Change Management
Five Tenets of Change ManagementProsci ANZ
 
Prosci's "CMROI Calculator: Interactive Inside Look" Webinar
Prosci's "CMROI Calculator: Interactive Inside Look" WebinarProsci's "CMROI Calculator: Interactive Inside Look" Webinar
Prosci's "CMROI Calculator: Interactive Inside Look" WebinarTim Creasey
 
How to do Change Management for mandatory change
How to do Change Management for mandatory changeHow to do Change Management for mandatory change
How to do Change Management for mandatory changeProsci ANZ
 
What is change management?
What is change management?What is change management?
What is change management?Tim Creasey
 
Change Management Value Proposition
Change Management Value PropositionChange Management Value Proposition
Change Management Value PropositionTim Creasey
 
Democratization of Change Management Prosci CMI 4 June 2015
Democratization of Change Management Prosci CMI 4 June 2015Democratization of Change Management Prosci CMI 4 June 2015
Democratization of Change Management Prosci CMI 4 June 2015Tim Creasey
 
Prosci Solutions Webinar
Prosci Solutions WebinarProsci Solutions Webinar
Prosci Solutions WebinarTim Creasey
 
Prosci Masterclass - ACMP 2017 Slides
Prosci Masterclass - ACMP 2017 SlidesProsci Masterclass - ACMP 2017 Slides
Prosci Masterclass - ACMP 2017 SlidesTim Creasey
 
How to Build Organizational Change Capabilities - Prosci Webinar
How to Build Organizational Change Capabilities - Prosci WebinarHow to Build Organizational Change Capabilities - Prosci Webinar
How to Build Organizational Change Capabilities - Prosci WebinarTim Creasey
 
Prosci Building Organizational Agility Webinar
Prosci Building Organizational Agility WebinarProsci Building Organizational Agility Webinar
Prosci Building Organizational Agility WebinarTim Creasey
 
Getting Clear on Why We're Here
Getting Clear on Why We're HereGetting Clear on Why We're Here
Getting Clear on Why We're HereTim Creasey
 
Prosci Change Management Webinar Building Organizational Agility
Prosci Change Management Webinar Building Organizational AgilityProsci Change Management Webinar Building Organizational Agility
Prosci Change Management Webinar Building Organizational AgilityProsci ANZ
 
A Week of Federal Asset Management Leadership in Washington, D.C.
A Week of Federal Asset Management Leadership in Washington, D.C.A Week of Federal Asset Management Leadership in Washington, D.C.
A Week of Federal Asset Management Leadership in Washington, D.C.Mike Bordenaro
 
Presentación1
Presentación1Presentación1
Presentación1Maria jose Patiño gallon
 

Weitere ähnliche Inhalte

Was ist angesagt?

Prosci Webinar - Applying the Prosci ADKAR methodology
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci Webinar - Applying the Prosci ADKAR methodology
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
 
Prosci Change Connect 2014 Breakout - Change Measurement Framework and Scorecard
Prosci Change Connect 2014 Breakout - Change Measurement Framework and ScorecardProsci Change Connect 2014 Breakout - Change Measurement Framework and Scorecard
Prosci Change Connect 2014 Breakout - Change Measurement Framework and ScorecardTim Creasey
 
Prosci Democratization of CM Webinar
Prosci Democratization of CM WebinarProsci Democratization of CM Webinar
Prosci Democratization of CM WebinarTim Creasey
 
Prosci Roles in Change Management
Prosci Roles in Change ManagementProsci Roles in Change Management
Prosci Roles in Change ManagementTim Creasey
 
"At the Intersection of Agile and Change Management" - ACMP USA
"At the Intersection of Agile and Change Management" - ACMP USA"At the Intersection of Agile and Change Management" - ACMP USA
"At the Intersection of Agile and Change Management" - ACMP USATim Creasey
 
Prosci Change-Enabling Systems Webinar
Prosci Change-Enabling Systems WebinarProsci Change-Enabling Systems Webinar
Prosci Change-Enabling Systems WebinarTim Creasey
 
Prosci Change Scorecard - TCB Change Management 2015
Prosci Change Scorecard - TCB Change Management 2015Prosci Change Scorecard - TCB Change Management 2015
Prosci Change Scorecard - TCB Change Management 2015Tim Creasey
 
Prosci Webinar - Advanced Applications of ADKAR
Prosci Webinar - Advanced Applications of ADKARProsci Webinar - Advanced Applications of ADKAR
Prosci Webinar - Advanced Applications of ADKARProsci ANZ
 
Five Tenets of Change Management
Five Tenets of Change ManagementFive Tenets of Change Management
Five Tenets of Change ManagementProsci ANZ
 
Prosci's "CMROI Calculator: Interactive Inside Look" Webinar
Prosci's "CMROI Calculator: Interactive Inside Look" WebinarProsci's "CMROI Calculator: Interactive Inside Look" Webinar
Prosci's "CMROI Calculator: Interactive Inside Look" WebinarTim Creasey
 
How to do Change Management for mandatory change
How to do Change Management for mandatory changeHow to do Change Management for mandatory change
How to do Change Management for mandatory changeProsci ANZ
 
What is change management?
What is change management?What is change management?
What is change management?Tim Creasey
 
Change Management Value Proposition
Change Management Value PropositionChange Management Value Proposition
Change Management Value PropositionTim Creasey
 
Democratization of Change Management Prosci CMI 4 June 2015
Democratization of Change Management Prosci CMI 4 June 2015Democratization of Change Management Prosci CMI 4 June 2015
Democratization of Change Management Prosci CMI 4 June 2015Tim Creasey
 
Prosci Solutions Webinar
Prosci Solutions WebinarProsci Solutions Webinar
Prosci Solutions WebinarTim Creasey
 
Prosci Masterclass - ACMP 2017 Slides
Prosci Masterclass - ACMP 2017 SlidesProsci Masterclass - ACMP 2017 Slides
Prosci Masterclass - ACMP 2017 SlidesTim Creasey
 
How to Build Organizational Change Capabilities - Prosci Webinar
How to Build Organizational Change Capabilities - Prosci WebinarHow to Build Organizational Change Capabilities - Prosci Webinar
How to Build Organizational Change Capabilities - Prosci WebinarTim Creasey
 
Prosci Building Organizational Agility Webinar
Prosci Building Organizational Agility WebinarProsci Building Organizational Agility Webinar
Prosci Building Organizational Agility WebinarTim Creasey
 
Getting Clear on Why We're Here
Getting Clear on Why We're HereGetting Clear on Why We're Here
Getting Clear on Why We're HereTim Creasey
 
Prosci Change Management Webinar Building Organizational Agility
Prosci Change Management Webinar Building Organizational AgilityProsci Change Management Webinar Building Organizational Agility
Prosci Change Management Webinar Building Organizational AgilityProsci ANZ
 

Was ist angesagt? (20)

Prosci Webinar - Applying the Prosci ADKAR methodology
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci Webinar - Applying the Prosci ADKAR methodology
Prosci Webinar - Applying the Prosci ADKAR methodology
 
Prosci Change Connect 2014 Breakout - Change Measurement Framework and Scorecard
Prosci Change Connect 2014 Breakout - Change Measurement Framework and ScorecardProsci Change Connect 2014 Breakout - Change Measurement Framework and Scorecard
Prosci Change Connect 2014 Breakout - Change Measurement Framework and Scorecard
 
Prosci Democratization of CM Webinar
Prosci Democratization of CM WebinarProsci Democratization of CM Webinar
Prosci Democratization of CM Webinar
 
Prosci Roles in Change Management
Prosci Roles in Change ManagementProsci Roles in Change Management
Prosci Roles in Change Management
 
"At the Intersection of Agile and Change Management" - ACMP USA
"At the Intersection of Agile and Change Management" - ACMP USA"At the Intersection of Agile and Change Management" - ACMP USA
"At the Intersection of Agile and Change Management" - ACMP USA
 
Prosci Change-Enabling Systems Webinar
Prosci Change-Enabling Systems WebinarProsci Change-Enabling Systems Webinar
Prosci Change-Enabling Systems Webinar
 
Prosci Change Scorecard - TCB Change Management 2015
Prosci Change Scorecard - TCB Change Management 2015Prosci Change Scorecard - TCB Change Management 2015
Prosci Change Scorecard - TCB Change Management 2015
 
Prosci Webinar - Advanced Applications of ADKAR
Prosci Webinar - Advanced Applications of ADKARProsci Webinar - Advanced Applications of ADKAR
Prosci Webinar - Advanced Applications of ADKAR
 
Five Tenets of Change Management
Five Tenets of Change ManagementFive Tenets of Change Management
Five Tenets of Change Management
 
Prosci's "CMROI Calculator: Interactive Inside Look" Webinar
Prosci's "CMROI Calculator: Interactive Inside Look" WebinarProsci's "CMROI Calculator: Interactive Inside Look" Webinar
Prosci's "CMROI Calculator: Interactive Inside Look" Webinar
 
How to do Change Management for mandatory change
How to do Change Management for mandatory changeHow to do Change Management for mandatory change
How to do Change Management for mandatory change
 
What is change management?
What is change management?What is change management?
What is change management?
 
Change Management Value Proposition
Change Management Value PropositionChange Management Value Proposition
Change Management Value Proposition
 
Democratization of Change Management Prosci CMI 4 June 2015
Democratization of Change Management Prosci CMI 4 June 2015Democratization of Change Management Prosci CMI 4 June 2015
Democratization of Change Management Prosci CMI 4 June 2015
 
Prosci Solutions Webinar
Prosci Solutions WebinarProsci Solutions Webinar
Prosci Solutions Webinar
 
Prosci Masterclass - ACMP 2017 Slides
Prosci Masterclass - ACMP 2017 SlidesProsci Masterclass - ACMP 2017 Slides
Prosci Masterclass - ACMP 2017 Slides
 
How to Build Organizational Change Capabilities - Prosci Webinar
How to Build Organizational Change Capabilities - Prosci WebinarHow to Build Organizational Change Capabilities - Prosci Webinar
How to Build Organizational Change Capabilities - Prosci Webinar
 
Prosci Building Organizational Agility Webinar
Prosci Building Organizational Agility WebinarProsci Building Organizational Agility Webinar
Prosci Building Organizational Agility Webinar
 
Getting Clear on Why We're Here
Getting Clear on Why We're HereGetting Clear on Why We're Here
Getting Clear on Why We're Here
 
Prosci Change Management Webinar Building Organizational Agility
Prosci Change Management Webinar Building Organizational AgilityProsci Change Management Webinar Building Organizational Agility
Prosci Change Management Webinar Building Organizational Agility
 

Andere mochten auch

A Week of Federal Asset Management Leadership in Washington, D.C.
A Week of Federal Asset Management Leadership in Washington, D.C.A Week of Federal Asset Management Leadership in Washington, D.C.
A Week of Federal Asset Management Leadership in Washington, D.C.Mike Bordenaro
 
Architecture photography by ArkitekturFotos.dk
Architecture photography by ArkitekturFotos.dkArchitecture photography by ArkitekturFotos.dk
Architecture photography by ArkitekturFotos.dkKrzysztof Golebiowski
 
Federal Agencies Collaborate with Web-based Building Information Models
Federal Agencies Collaborate with Web-based Building Information ModelsFederal Agencies Collaborate with Web-based Building Information Models
Federal Agencies Collaborate with Web-based Building Information ModelsMike Bordenaro
 
Rah! in Hong Kong
Rah! in Hong KongRah! in Hong Kong
Rah! in Hong KongLena Aiello
 
Workshop Web - Do Pensamento ao Desenvolvimento - Design, Programação e Banco...
Workshop Web - Do Pensamento ao Desenvolvimento - Design, Programação e Banco...Workshop Web - Do Pensamento ao Desenvolvimento - Design, Programação e Banco...
Workshop Web - Do Pensamento ao Desenvolvimento - Design, Programação e Banco...Rubens Guimarães - MTAC MVP
 
Bible king james version - kjv
Bible king james version - kjvBible king james version - kjv
Bible king james version - kjvFreeBibles
 
Quel statut pour un Freelance ?
Quel statut pour un Freelance ? Quel statut pour un Freelance ?
Quel statut pour un Freelance ? 2i PORTAGE
 
簡単編集 スライド Slideshare用調整
簡単編集 スライド Slideshare用調整簡単編集 スライド Slideshare用調整
簡単編集 スライド Slideshare用調整cloud-office
 
Example of Power Point Thesis Proposal
Example of Power Point Thesis ProposalExample of Power Point Thesis Proposal
Example of Power Point Thesis ProposalRizky Amelia
 
Example of Strategic Alliance Development by GCI Research, inc.
Example of Strategic Alliance Development by GCI Research, inc.Example of Strategic Alliance Development by GCI Research, inc.
Example of Strategic Alliance Development by GCI Research, inc.Memories Preservation Council
 
Le portage salarial, c'est quoi ?
Le portage salarial, c'est quoi ?Le portage salarial, c'est quoi ?
Le portage salarial, c'est quoi ?2i PORTAGE
 
Freelance, ne négligez pas votre business plan
Freelance, ne négligez pas votre business planFreelance, ne négligez pas votre business plan
Freelance, ne négligez pas votre business plan2i PORTAGE
 

Andere mochten auch (20)

A Week of Federal Asset Management Leadership in Washington, D.C.
A Week of Federal Asset Management Leadership in Washington, D.C.A Week of Federal Asset Management Leadership in Washington, D.C.
A Week of Federal Asset Management Leadership in Washington, D.C.
 
Presentación1
Presentación1Presentación1
Presentación1
 
INTRODUCTION
INTRODUCTIONINTRODUCTION
INTRODUCTION
 
Premios
PremiosPremios
Premios
 
Architecture photography by ArkitekturFotos.dk
Architecture photography by ArkitekturFotos.dkArchitecture photography by ArkitekturFotos.dk
Architecture photography by ArkitekturFotos.dk
 
Respect
RespectRespect
Respect
 
INTRODUCTION
INTRODUCTIONINTRODUCTION
INTRODUCTION
 
Federal Agencies Collaborate with Web-based Building Information Models
Federal Agencies Collaborate with Web-based Building Information ModelsFederal Agencies Collaborate with Web-based Building Information Models
Federal Agencies Collaborate with Web-based Building Information Models
 
Rah! in Hong Kong
Rah! in Hong KongRah! in Hong Kong
Rah! in Hong Kong
 
Slide sanita sociale
Slide sanita socialeSlide sanita sociale
Slide sanita sociale
 
Workshop Web - Do Pensamento ao Desenvolvimento - Design, Programação e Banco...
Workshop Web - Do Pensamento ao Desenvolvimento - Design, Programação e Banco...Workshop Web - Do Pensamento ao Desenvolvimento - Design, Programação e Banco...
Workshop Web - Do Pensamento ao Desenvolvimento - Design, Programação e Banco...
 
Cornell Solicitation
Cornell SolicitationCornell Solicitation
Cornell Solicitation
 
Sport e varie
Sport e varieSport e varie
Sport e varie
 
Bible king james version - kjv
Bible king james version - kjvBible king james version - kjv
Bible king james version - kjv
 
Quel statut pour un Freelance ?
Quel statut pour un Freelance ? Quel statut pour un Freelance ?
Quel statut pour un Freelance ?
 
簡単編集 スライド Slideshare用調整
簡単編集 スライド Slideshare用調整簡単編集 スライド Slideshare用調整
簡単編集 スライド Slideshare用調整
 
Example of Power Point Thesis Proposal
Example of Power Point Thesis ProposalExample of Power Point Thesis Proposal
Example of Power Point Thesis Proposal
 
Example of Strategic Alliance Development by GCI Research, inc.
Example of Strategic Alliance Development by GCI Research, inc.Example of Strategic Alliance Development by GCI Research, inc.
Example of Strategic Alliance Development by GCI Research, inc.
 
Le portage salarial, c'est quoi ?
Le portage salarial, c'est quoi ?Le portage salarial, c'est quoi ?
Le portage salarial, c'est quoi ?
 
Freelance, ne négligez pas votre business plan
Freelance, ne négligez pas votre business planFreelance, ne négligez pas votre business plan
Freelance, ne négligez pas votre business plan
 

Ähnlich wie Catalyzing Change and Realizing Business Results

Product and Service Development Council - Prosci Presentation
Product and Service Development Council - Prosci PresentationProduct and Service Development Council - Prosci Presentation
Product and Service Development Council - Prosci PresentationTim Creasey
 
ACMP2015Workshop
ACMP2015WorkshopACMP2015Workshop
ACMP2015WorkshopTim Creasey
 
Prosci-Webinar-Five-Tenets-Slides
Prosci-Webinar-Five-Tenets-SlidesProsci-Webinar-Five-Tenets-Slides
Prosci-Webinar-Five-Tenets-SlidesParsons Corporation
 
Change Management Takes Change Management Webinar
Change Management Takes Change Management WebinarChange Management Takes Change Management Webinar
Change Management Takes Change Management WebinarTim Creasey
 
Gartner BPM Summit Keynote - Adoption Drives ROI
Gartner BPM Summit Keynote - Adoption Drives ROIGartner BPM Summit Keynote - Adoption Drives ROI
Gartner BPM Summit Keynote - Adoption Drives ROITim Creasey
 
The future of Change Management and Why it Matters to Project Managers May 20...
The future of Change Management and Why it Matters to Project Managers May 20...The future of Change Management and Why it Matters to Project Managers May 20...
The future of Change Management and Why it Matters to Project Managers May 20...Prosci ANZ
 
Being Human ROI of Change Management 081015
Being Human ROI of Change Management 081015Being Human ROI of Change Management 081015
Being Human ROI of Change Management 081015Catherine Smithson
 
Understanding implementing change-rev-2-part-1
Understanding implementing change-rev-2-part-1Understanding implementing change-rev-2-part-1
Understanding implementing change-rev-2-part-1Rich Fierson -CSSGB, CICD
 
Understanding implementing change-rev-2-part-1
Understanding implementing change-rev-2-part-1Understanding implementing change-rev-2-part-1
Understanding implementing change-rev-2-part-1Rich Fierson -CSSGB, CICD
 
Debunking the myths of organizational change management
Debunking the myths of organizational change managementDebunking the myths of organizational change management
Debunking the myths of organizational change managementaccenture
 
How Internal Communications can drive Organizational Change
How Internal Communications can drive Organizational ChangeHow Internal Communications can drive Organizational Change
How Internal Communications can drive Organizational ChangePoppulo
 
Prosci Agility Webinar - Slides and Poll Results
Prosci Agility Webinar - Slides and Poll ResultsProsci Agility Webinar - Slides and Poll Results
Prosci Agility Webinar - Slides and Poll ResultsTim Creasey
 
Prosci - Stop talking about "What you do" and Start talking about "What you d...
Prosci - Stop talking about "What you do" and Start talking about "What you d...Prosci - Stop talking about "What you do" and Start talking about "What you d...
Prosci - Stop talking about "What you do" and Start talking about "What you d...Prosci ANZ
 
Prosci Change Agility Webinar 230216
Prosci Change Agility Webinar 230216Prosci Change Agility Webinar 230216
Prosci Change Agility Webinar 230216Catherine Smithson
 
Aligning Agile and Prosci Change Management - Being Human Community of Pract...
Aligning Agile and Prosci Change Management - Being Human Community of Pract...Aligning Agile and Prosci Change Management - Being Human Community of Pract...
Aligning Agile and Prosci Change Management - Being Human Community of Pract...Prosci ANZ
 
Suceeding at Upstream, Midstream and Downstream Change Management
Suceeding at Upstream, Midstream and Downstream Change ManagementSuceeding at Upstream, Midstream and Downstream Change Management
Suceeding at Upstream, Midstream and Downstream Change ManagementProsci ANZ
 

Ähnlich wie Catalyzing Change and Realizing Business Results (20)

Product and Service Development Council - Prosci Presentation
Product and Service Development Council - Prosci PresentationProduct and Service Development Council - Prosci Presentation
Product and Service Development Council - Prosci Presentation
 
BGCA
BGCABGCA
BGCA
 
ACMP2015Workshop
ACMP2015WorkshopACMP2015Workshop
ACMP2015Workshop
 
Prosci-Webinar-Five-Tenets-Slides
Prosci-Webinar-Five-Tenets-SlidesProsci-Webinar-Five-Tenets-Slides
Prosci-Webinar-Five-Tenets-Slides
 
Change Management Takes Change Management Webinar
Change Management Takes Change Management WebinarChange Management Takes Change Management Webinar
Change Management Takes Change Management Webinar
 
Gartner BPM Summit Keynote - Adoption Drives ROI
Gartner BPM Summit Keynote - Adoption Drives ROIGartner BPM Summit Keynote - Adoption Drives ROI
Gartner BPM Summit Keynote - Adoption Drives ROI
 
The future of Change Management and Why it Matters to Project Managers May 20...
The future of Change Management and Why it Matters to Project Managers May 20...The future of Change Management and Why it Matters to Project Managers May 20...
The future of Change Management and Why it Matters to Project Managers May 20...
 
Cracking Cultural Change
Cracking Cultural ChangeCracking Cultural Change
Cracking Cultural Change
 
Being Human ROI of Change Management 081015
Being Human ROI of Change Management 081015Being Human ROI of Change Management 081015
Being Human ROI of Change Management 081015
 
Understanding implementing change-rev-2-part-1
Understanding implementing change-rev-2-part-1Understanding implementing change-rev-2-part-1
Understanding implementing change-rev-2-part-1
 
Understanding implementing change-rev-2-part-1
Understanding implementing change-rev-2-part-1Understanding implementing change-rev-2-part-1
Understanding implementing change-rev-2-part-1
 
Debunking the myths of organizational change management
Debunking the myths of organizational change managementDebunking the myths of organizational change management
Debunking the myths of organizational change management
 
How Internal Communications can drive Organizational Change
How Internal Communications can drive Organizational ChangeHow Internal Communications can drive Organizational Change
How Internal Communications can drive Organizational Change
 
Prosci Agility Webinar - Slides and Poll Results
Prosci Agility Webinar - Slides and Poll ResultsProsci Agility Webinar - Slides and Poll Results
Prosci Agility Webinar - Slides and Poll Results
 
Prosci - Stop talking about "What you do" and Start talking about "What you d...
Prosci - Stop talking about "What you do" and Start talking about "What you d...Prosci - Stop talking about "What you do" and Start talking about "What you d...
Prosci - Stop talking about "What you do" and Start talking about "What you d...
 
Prosci Change Agility Webinar 230216
Prosci Change Agility Webinar 230216Prosci Change Agility Webinar 230216
Prosci Change Agility Webinar 230216
 
Aligning Agile and Prosci Change Management - Being Human Community of Pract...
Aligning Agile and Prosci Change Management - Being Human Community of Pract...Aligning Agile and Prosci Change Management - Being Human Community of Pract...
Aligning Agile and Prosci Change Management - Being Human Community of Pract...
 
Getting a bigger bang for your buck! - Change First
Getting a bigger bang for your buck! - Change FirstGetting a bigger bang for your buck! - Change First
Getting a bigger bang for your buck! - Change First
 
Introduction to Lean
Introduction to LeanIntroduction to Lean
Introduction to Lean
 
Suceeding at Upstream, Midstream and Downstream Change Management
Suceeding at Upstream, Midstream and Downstream Change ManagementSuceeding at Upstream, Midstream and Downstream Change Management
Suceeding at Upstream, Midstream and Downstream Change Management
 

Kürzlich hochgeladen

Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...ssuserf63bd7
 
MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?Olivia Kresic
 
Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Anamaria Contreras
 
Investment in The Coconut Industry by Nancy Cheruiyot
Investment in The Coconut Industry by Nancy CheruiyotInvestment in The Coconut Industry by Nancy Cheruiyot
Investment in The Coconut Industry by Nancy Cheruiyotictsugar
 
Pitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckPitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckHajeJanKamps
 
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfDarshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfShashank Mehta
 
Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03DallasHaselhorst
 
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...SOFTTECHHUB
 
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...Hector Del Castillo, CPM, CPMM
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdfShaun Heinrichs
 
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
 
Buy gmail accounts.pdf Buy Old Gmail Accounts
Buy gmail accounts.pdf Buy Old Gmail AccountsBuy gmail accounts.pdf Buy Old Gmail Accounts
Buy gmail accounts.pdf Buy Old Gmail AccountsBuy Verified Accounts
 
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxGo for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxRakhi Bazaar
 
APRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfAPRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfRbc Rbcua
 
Introducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsIntroducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsKnowledgeSeed
 
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOnemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOne Monitar
 
Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Peter Ward
 
Guide Complete Set of Residential Architectural Drawings PDF
Guide Complete Set of Residential Architectural Drawings PDFGuide Complete Set of Residential Architectural Drawings PDF
Guide Complete Set of Residential Architectural Drawings PDFChandresh Chudasama
 
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deckPitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deckHajeJanKamps
 

Kürzlich hochgeladen (20)

Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
 
MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?
 
Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.
 
Investment in The Coconut Industry by Nancy Cheruiyot
Investment in The Coconut Industry by Nancy CheruiyotInvestment in The Coconut Industry by Nancy Cheruiyot
Investment in The Coconut Industry by Nancy Cheruiyot
 
Pitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckPitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deck
 
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfDarshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdf
 
Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03
 
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
 
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf
 
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...
 
Corporate Profile 47Billion Information Technology
Corporate Profile 47Billion Information TechnologyCorporate Profile 47Billion Information Technology
Corporate Profile 47Billion Information Technology
 
Buy gmail accounts.pdf Buy Old Gmail Accounts
Buy gmail accounts.pdf Buy Old Gmail AccountsBuy gmail accounts.pdf Buy Old Gmail Accounts
Buy gmail accounts.pdf Buy Old Gmail Accounts
 
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxGo for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
 
APRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfAPRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdf
 
Introducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsIntroducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applications
 
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOnemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
 
Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...
 
Guide Complete Set of Residential Architectural Drawings PDF
Guide Complete Set of Residential Architectural Drawings PDFGuide Complete Set of Residential Architectural Drawings PDF
Guide Complete Set of Residential Architectural Drawings PDF
 
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deckPitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
 

Catalyzing Change and Realizing Business Results

  • 1. Copyright Prosci 2015. All rights reserved. Research | Methodology | Training | Advisory Services Catalyzing Change and Realizing Results www.prosci.com | 970-203-9332 Prosci ® Michelle Haggerty mhaggerty@prosci.com 1
  • 2. Copyright Prosci 2015. All rights reserved. Bigger Change 2
  • 3. Copyright Prosci 2015. All rights reserved. Faster Change 3
  • 4. Copyright Prosci 2015. All rights reserved. More Complex Change 4
  • 5. Copyright Prosci 2015. All rights reserved.5 also available To: 22333 Start your text with… unique string More Cross Functional
  • 6. Copyright Prosci 2015. All rights reserved.6
  • 7. Copyright Prosci 2015. All rights reserved. The achievements of an organization are the results of the combined effort of each individual. Vince Lombardi 7
  • 8. Copyright Prosci 2015. All rights reserved. Current Transition Future TC F C C C C C C C C C C C C C C C C C C C C C C C C T T T T T T T T T T T T T T T T T T T T T F F F F F F F F F F F F F F F F T T T F F F F F F F F Ultimately requires individuals to move from their own current to their own future An organizational move from the current to the future 8
  • 9. Copyright Prosci 2015. All rights reserved. TransitionCurrent Future Individual Transitions Impact Results and Outcomes = X project benefits created Current FutureTransition Individual transitions get bumpy Individual transitions take longer Individual transitions incomplete Individual transitions not as expected <X 9
  • 10. Copyright Prosci 2015. All rights reserved. Your ability to deliver on your MISSION is directly impacted by how effectively you manage change10
  • 11. Copyright Prosci 2015. All rights reserved. How do we support INDIVIDUAL transitions to achieve results? 11
  • 12. Copyright Prosci 2015. All rights reserved.12 Change Catalyzing Questions Why –Who – How Much – What
  • 13. Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 13
  • 14. Copyright Prosci 2015. All rights reserved. Why Are We Changing? 0 500 Future Organizational Benefits Project Objectives Revenue Costs Profits Efficiencies Compliance Safety Process Excellence Customer Satisfaction Specific metrics and measurements for improvement How work will be different after the change 14
  • 15. Copyright Prosci 2015. All rights reserved. Why Are We Changing? Project Objectives 1. ? 2. ? 3. ? 4. ? 5. ? Your Project or Initiative Organizational Benefits 1. ? 2. ? 3. ? 4. ? 5. ? 15
  • 16. Copyright Prosci 2015. All rights reserved. Project Objectives Data entry kept up-to-date Accurate information entered Accurate reports generated Increased use by all employees Organizational Benefits Increase revenue by: Turning leads into customers/clients Increasing wallet share per client Why Are We Changing? CRM (Customer Relationship Management)
  • 17. Copyright Prosci 2015. All rights reserved.17 On a scale of 1 (muddy) to 5 (crystal): how clearly are organizational benefits and project objectives defined on your efforts? PUNCHLINE: Defining the why behind changes is crucial – data shows a direct correlation to meeting objectives. “People don’t buy what you do, they buy why you do it.” Sinek
  • 18. Copyright Prosci 2015. All rights reserved. Definition of Goals and Objectives Drives Results 18 Poorly Defined Goals and Objectives Adequately Defined Well Defined Very Well Defined = met objectives= exceeded objectives
  • 19. Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 19
  • 20. Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? Future F F F F F F F F F F F F F F F F F F F F F F F F F Future Organizational Benefits and Project Objectives Individual Transitions (adoption and usage) depend on and require Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5. 20
  • 21. Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? Individual Transitions Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? 21
  • 22. Copyright Prosci 2015. All rights reserved.22 Who Has to Do Their Jobs Differently? Adoption Usage Employees are doing their jobs the new way Employees are effective and proficient in their adoption
  • 23. Copyright Prosci 2015. All rights reserved.23 Aspects of a person’s job you might impact Processes Systems Tools Job roles Critical behaviors Mindset/ Attitudes/ Beliefs Reporting structure Performance reviews Compensation Location ?
  • 24. Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? Group What “to adopt and use” mean? How big of an impact? Aspects of job impacted Processes Systems Tools Job roles Critical behaviors Mindset/Attitude/Belief Reporting structure Performance reviews Compensation Location 24
  • 25. Copyright Prosci 2015. All rights reserved.25 On a scale of 1 (never) to 5 (always): do you define change at the granular, individual level? PUNCHLINE: At 30,000 feet, change looks simple. But change happens at the individual level; we must define change at that granular level so we can drive individual transitions.
  • 26. Copyright Prosci 2015. All rights reserved.26 Just because it is common sense does not mean it is common practice! Will Rogers
  • 27. Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 27
  • 28. Copyright Prosci 2015. All rights reserved. How Much Depends on Individual Transitions? Portion of benefit that depends on individual transitions (CMROI) Value/benefit you expect from the change effort (Project ROI) “People Dependency” None AllHighLow Medium 28
  • 29. Copyright Prosci 2015. All rights reserved. How Much Depends on Individual Transitions? Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5. Indicate how dependent this benefit or objective is on PEOPLE ADOPTING AND USING THE CHANGE 29 Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5.
  • 30. Copyright Prosci 2015. All rights reserved.30 For a project you are working on, estimate the overall percent of expected results and outcomes that depend on employee adoption and usage PUNCHLINE: A considerable portion of the results, outcomes and value from our internal changes depends on supporting and equipping successful individual transitions. Gartner BPM Summit Dec 12, 2014
  • 31. Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 31
  • 32. Copyright Prosci 2015. All rights reserved. What Can We Do To Drive and Support Individual Transitions? CHANGE MANAGEMENT 32
  • 33. Copyright Prosci 2015. All rights reserved.33
  • 34. Copyright Prosci 2015. All rights reserved. Change management: CHānj ‘manijmǝnt 34 Catalyzing individual transitions to deliver organizational results
  • 35. Copyright Prosci 2015. All rights reserved. How does this person make a successful personal change? 35
  • 36. Copyright Prosci 2015. All rights reserved. PUNCHLINE 36 If you understand how a single individual makes a change successfully, you can catalyze and support employees’ personal transitions to drive change results and outcome
  • 37. Copyright Prosci 2015. All rights reserved. M T W R F An email on Monday for training on Tuesday for “go live” on Wednesday is NOT the way to prepare and equip individuals to successfully change37
  • 38. Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model R A K D A Reinforcement To sustain the change Ability To implement required skills and behaviors Knowledge On how to change Desire To participate and support the change Awareness Of the need for change 38
  • 39. Copyright Prosci 2015. All rights reserved. Real Life Example of ADKAR 39 SAVE OUR PLANET Dear Guest, Every day millions of gallons of water are used to wash towels that have only been used once. YOU MAKE THE CHOICE: A towel on the rack means “I will use again.” A towel on the floor means: “Please replace.”
  • 40. Copyright Prosci 2015. All rights reserved. A Few More Real Life Examples 40 Same change, different Desires
  • 41. Copyright Prosci 2015. All rights reserved. A Few More Real Life Examples 41 App introduction screens – K and A The Weather Channel Fandango Pulse
  • 42. Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model R A K D A Reinforcement “I will continue to…” Ability “I am able to…” Knowledge “I know how to…” Desire “I have decided to…” Awareness “I understand why…” 42
  • 43. Copyright Prosci 2015. All rights reserved. ADKAR Defines Success: For One Person or Organization-Wide Changes 43 R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A Change with one person Or five people… Or twenty people… Or 1000 people…
  • 44. Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model 44 What is the nature of the change? Why is the change happening? Why now? What happens if we don’t change? Change begins with understanding why R A K D A Awareness IS: Awareness of the NEED for change Awareness is NOT: Awareness that a change is happening
  • 45. Copyright Prosci 2015. All rights reserved. Desire is tricky because You cannot MAKE Desire, but… You can INFLUENCE Desire Prosci ® ADKAR ® Model 45 What’s in it for me (WIIFM)? What are the personal motivating factors? What are the organizational motivations? Change involves personal decisions R A K D A
  • 46. Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model 46 Training on and learning new behaviors, skills, processes and tools During and after the change occurs Change requires knowing how R A K D A Knowledge is NECESSARY but not SUFFICIENT for creating change This is what Knowledge without Awareness and Desire looks like
  • 47. Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model 47 Demonstrated capability to implement the change in performance or behavior Change requires action in the right direction R A K D A There can be a Knowledge-Ability Gap Knowledge = Ability/ Knowledge Knowledge Knowledge Ability Ability Ability
  • 48. Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model 48 Actions that increase the likelihood that the change will be continued Recognition and rewards to sustain Change must be reinforced to be sustained R A K D A Without Reinforcement, it is our tendency to revert back: • Natural • Physical • Psychological
  • 49. Copyright Prosci 2015. All rights reserved.49 Which ADKAR® element do you believe is the hardest to influence?
  • 50. Copyright Prosci 2015. All rights reserved. What role do you play in helping this person change? 50
  • 51. Copyright Prosci 2015. All rights reserved. PUNCHLINE 51 As a leader in the organization, you play an active role in catalyzing individual change because people look to and listen to you.
  • 52. Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 52
  • 53. Copyright Prosci 2015. All rights reserved. PUNCHLINE You can drive more successful change when you begin answering: WHY WHO HOW MUCH WHAT 53 Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions?
  • 54. Copyright Prosci 2015. All rights reserved. SUCCESS SUCCESS Adoption drives ROI You can drive adoption 54
  • 55. Copyright Prosci 2015. All rights reserved. The following are trademarks or registered trademarks of Prosci, Inc. All rights reserved. Prosci®; Project Change Triangle™ (PCT™); Awareness Desire Knowledge Ability Reinforcement®; ADKAR®; Prosci® Change Management Maturity Model™; Preparing for Change, Managing Change, Reinforcing Change™ 55