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
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
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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