The Top Trends in Change Management, from Prosci's 2016 Best Practices in Change Management Report

1. © Prosci Inc. All rights reserved.
Prosci
Best Practices in Change Management,
2016 Edition
Trends in Change Management
®
1

2. © Prosci Inc. All rights reserved.
Prosci Research Foundation
9 studies
17 years
4500 participants
What works?
What doesn’t?
What to do differently?
0
500
1000
102
1120
1998 2015
Participants
2
®

3. © Prosci Inc. All rights reserved. 3
Culture
2015
Global
awareness
Complementary
roles
Change
Agent
Networks
Ver<cal
industry
customiza<on
Jus<fying
CM
2013
Job
roles
and
loca<ons
2011
Advice
for
new
prac<<oners
Complex
change
Aligning
CM
with
other
disciplines
Measurement
and
metrics
2009
Integra<ng
CM
and
PM
Readiness
Trends
in
CM
Reinforcement
and
sustainment
2007
Satura<on
and
porNolio
management
Organiza<onal
change
capability
2005
Team
member
aPributes
Resources
and
budgets
2003
Resistance
management
2000
Manager
Role
Greatest
contributors
1998
Biggest
obstacles
Methodology
Sponsorship
Communica<ons
Training
1998
2000
2003
2005
2007
2009
2011
2013
2015
Building the
body of knowledge
on change management
Evolution of Prosci Research
New topic area
Major focus
Minor focus
Key

4. © Prosci Inc. All rights reserved. 4
THE LARGEST BODY OF RESEARCH IN THE FIELD
OF CHANGE MANAGEMENT
TRY A TWO-WEEK FREE TRIAL OF eBEST PRACTICES
Prosci’s comprehensive research allows you to align
your change management efforts with industry best
practices, optimizing your approach to achieve results.
Leverage lessons learned from thousands of change
and project leaders.
Access best practices and benchmark data from
anywhere through the Prosci eBest Practices.
Continually updated, this app contains all of Prosci’s
most current and relevant research. Browse all topics to
sharpen your change management skills or use the
Prosci eBest Practices to find answers to your current
questions.

5. © Prosci Inc. All rights reserved. 5
What to expect in
Prosci’s new 2016
benchmarking report:
New Structure
– Organization
– Intro pages
New Topics
– Culture
– Industry
– Change Agent
Networks
…much more…

6. © Prosci Inc. All rights reserved.
Organization:
Part Two: Change Management Application
Chapter 4: Motivation and Justification
Motivation
Drivers that caused change management
to be applied on the project
Part
Chapter
Section
Finding
6

7. © Prosci Inc. All rights reserved.
Report Parts:
PART ONE:
Current State of Change Management
PART TWO:
Change Management Application
PART THREE:
Roles in Change Management
PART FOUR:
Adapting and Aligning Change Management
7

8. © Prosci Inc. All rights reserved. 8
Top
5-year
Trends

9. © Prosci Inc. All rights reserved.
Trends: 5-year Discipline
9
1 Integration with PM
2 Continued maturation
3
Internal capabilities/
core competency
4
Recognized/accepted
as a discipline
5
Executive
engagement
6
General awareness
of need and value
What are the top
three trends, in the
discipline of change
management, that
you see developing
over the next
five years?

10. © Prosci Inc. All rights reserved.
Trends: 5-year Discipline
10
1 Integration with PM
2 Continued maturation
3
Internal capabilities/
core competency
4
Recognized/accepted
as a discipline
5
Executive
engagement
6
General awareness
of need and value
Nov 2015:
Contributed chapter to
leading PM text book
Prosci Unified Value Proposition
http://blog.prosci.com/integrating-change-management-with-project-management

11. © Prosci Inc. All rights reserved.

12. © Prosci Inc. All rights reserved.
Trends: 5-year Discipline
12
1 Integration with PM
2 Continued maturation
3
Internal capabilities/
core competency
4
Recognized/accepted
as a discipline
5
Executive
engagement
6
General awareness
of need and value
1. Increased use of a
structured methodology
2. Increased use of tools
3. Increase in the general
use of CM

13. © Prosci Inc. All rights reserved.

14. © Prosci Inc. All rights reserved.
Trends: 5-year Discipline
14
1 Integration with PM
2 Continued maturation
3
Internal capabilities/
core competency
4
Recognized/accepted
as a discipline
5
Executive
engagement
6
General awareness
of need and value
Agility
Capacity
Internal teams
Internal roles
Internal skillset
Integration
CMOs

15. © Prosci Inc. All rights reserved.

16. © Prosci Inc. All rights reserved.
Trends: 5-year Discipline
16
1 Integration with PM
2 Continued maturation
3
Internal capabilities/
core competency
4
Recognized/accepted
as a discipline
5
Executive
engagement
6
General awareness
of need and value
International scale
Career paths
Networks
Step 1
Prosci Advanced Certification Tracks
advancedtracks@prosci.com

17. © Prosci Inc. All rights reserved.
Trends: 5-year Discipline
17
1 Integration with PM
2 Continued maturation
3
Internal capabilities/
core competency
4
Recognized/accepted
as a discipline
5
Executive
engagement
6
General awareness
of need and value
Awareness
Development
Engagement
Those who cannot
effectively lead change
efforts and actively sponsor
change need not apply.

18. © Prosci Inc. All rights reserved.
Trends: 5-year Discipline
18
1 Integration with PM
2 Continued maturation
3
Internal capabilities/
core competency
4
Recognized/accepted
as a discipline
5
Executive
engagement
6
General awareness
of need and value
Nice to have
Must haveü
û

19. © Prosci Inc. All rights reserved. 19
Top
2-year
Trends

20. © Prosci Inc. All rights reserved.
Trends: 2-year Internal
20
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
Within your
organization what
three trends in
change management
have you seen over
the last two years?

21. © Prosci Inc. All rights reserved.
Trends: 2-year Internal
21
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
48%
62%
70%
81%
0%
100%
Poor Fair Good Excellent
14%
32%
52%
71%
0%
100%
Poor Fair Good Excellent
15%
42%
76%
94%
0%
100%
Poor Fair Good Excellent
0%
100%
Poor Fair Good Excellent
Met or exceeded objectives
On schedule
On budget
Change Management Effectiveness

22. © Prosci Inc. All rights reserved.

23. © Prosci Inc. All rights reserved.
Trends: 2-year Internal
23
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
H E L L O
my JOB is
Change Manager
Change Lead
Manager PMO, who expands project
delivery into Business Transformation
Delivery including a CMO
Head of Sustainable Change
Change Management Consultant
Change Management Specialist
Principal Advisor - Change and Innovation
Change Management Lead
Organisational Change Manager
Project Manager, Information Systems
General Manager Organisation Change
Business Transformation & Enablement
Manager

24. © Prosci Inc. All rights reserved.

25. © Prosci Inc. All rights reserved.
Trends: 2-year Internal
25
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
71% 77%
2013 2015
Did
integrate
Did not
integrate
Excellent
Good
Fair
Poor
Integration impacted CM effectiveness
Integration of PM and CM on the rise

26. © Prosci Inc. All rights reserved.
Trends: 2-year Internal
26
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
When creating a CMO,
answer the following questions:
Where should it live?
What should it do?
How should it look?
*Prosci ECM Suite
https://www.prosci.com/enterprise-solutions/enterprise-change-management-capability

27. © Prosci Inc. All rights reserved.
Trends: 2-year Internal
27
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
Broader application included:
q Involving a larger number
of employees
q Broadening definitions
of stakeholders
q Using performance appraisals
q Using CM for changes that
are not formal projects
q Gamify-ing
q Using CM to facilitate
business engagement

28. © Prosci Inc. All rights reserved.
Trends: 2-year Internal
28
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
Used
methodology
Did not
use
Excellent
Good
Fair
Poor
Use of methodology mattered
11%
15%
23%
51%
0% 20% 40% 60%
Consultant provided
Internal
Combo/hybrid
Provider/thought-leader
Methodology used

29. © Prosci Inc. All rights reserved.
Trends: 2-year Internal
29
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training

30. © Prosci Inc. All rights reserved.
Trends: 2-year Internal
30
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
74%
Had attended
certification
86%
Would recommend
certification
Value of certification
Structured approach gained
Build skills and credentials
Acquire common and universal tools
More likely to achieve desired outcomes

31. © Prosci Inc. All rights reserved.
Trends Conclusion
31
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
1 Integration with PM
2 Continued maturation
3
Internal capabilities/
core competency
4
Recognized/accepted
as a discipline
5
Executive
engagement
6
General awareness
of need and value
5-year
2-year

32. © Prosci Inc. All rights reserved.
Prosci
Best Practices in Change Management,
2016 Edition
Available now!
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