Vicky Emery, General Manager at Prosci, presented a webinar on using the Prosci Change Management Maturity Audit. The webinar introduced the Prosci Change Management Maturity Model and benchmark data on change management maturity globally and by region/industry. Emery reviewed the 5 elements that build change management maturity - Leadership, Application, Competencies, Standardization, and Socialization. An example organization's audit results were shared, showing their overall maturity level of 2.3. Emery provided top tips for effectively using the audit, such as completing it yourself first and allowing time for discussion. The audit can be used to strategically plan how to increase an organization's change management maturity over time.

1. Community of Practice Webinar: 5 February 2019
Building Maturity – using the Change Management Maturity Audit to build a plan
Presented by Vicky Emery, General Manager

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Agenda
• Introducing the Prosci Change Management Maturity ModelTM
• Benchmarking data on change management maturity - globally
• The Prosci Change Management Maturity Audit – tour and using it
• Audit results for an example organisation
• Top tips
• Close

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Prosci by the numbers
Years of Research
20
Longitudinal Studies
10
Research Participants
6,000+
Fortune 100 Companies
80%
Certified Practitioners
45,000+
Community Members
100,000+

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Introducing the Prosci Change Management
Maturity ModelTM
• As organisations experience more and more change, the ability to effectively
manage the people side of change to achieve the intended outcomes and
benefits becomes even more important.
• The Prosci Change Management Maturity Model ™ describes the five levels of
organisational maturity in managing the people side of change.
• Like many other maturity models, the Prosci Change Management Maturity
Model presents five levels of maturity:
ØLevel 1 - Ad hoc or Absent
ØLevel 2 - Isolated Projects
ØLevel 3 - Multiple Projects
ØLevel 4 - Organizational Standards
ØLevel 5 - Organizational Competency

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Prosci Change Management Maturity Model ™
People-dependent
without any formal
practices or plans
Many different
tactics used
inconsistently
Examples of best
practices evident
Selection of
common approach
Continuous
process
improvement in
place
Highest rate of
project failure,
turnover and
productivity loss
Little or no change management applied
Adhoc or
Absent
Level 1
Some elements of change management are
being applied in isolated projects
Isolated
Projects
Level 2
Comprehensive approach for managing
change is being applied in multiple projects
Multiple
Projects
Level 3
Organization-wide standards and methods
are broadly deployed for managing and
leading change
Organizational
Standards
Level 4
Highest
profitability and
responsiveness
Change management competency is evident
in all levels of the organization and is part of
the organization’s intellectual property and
competitive edge
Organizational
CompetencyLevel 5
People-dependent
without any formal
practices or plans
Many different
tactics used
inconsistently
Examples of best
practices evident
Selection of
common approach
Continuous
process
improvement in
place
Highest rate of
project failure,
turnover and
productivity loss
Little or no change management applied
Adhoc or
Absent
Level 1
Some elements of change management are
being applied in isolated projects
Isolated
Projects
Level 2
Comprehensive approach for managing
change is being applied in multiple projects
Multiple
Projects
Level 3
Organization-wide standards and methods
are broadly deployed for managing and
leading change
Organizational
Standards
Level 4
Highest
profitability and
responsiveness
Change management competency is evident
in all levels of the organization and is part of
the organization’s intellectual property and
competitive edge
Organizational
CompetencyLevel 5
Prosci®
Change Management Maturity ModelTM

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Benchmarking Data – Average Global Maturity
Levels

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Regional Averages

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Segmentation by region

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Segmentation by industry

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Capability Areas – The Five Elements of Successfully
Building Change Management Maturity
The change management maturity of an organisation can be categorised into five
Capability Areas:
1. Leadership
2. Application
3. Competencies
4. Standardization
5. Socialization

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Capability Area: This Capability Area focuses on: Key Questions of this
Capability Area include:
1 Leadership • Specific leadership activities around building
change management capabilities and
competencies. This is not a general
description of leadership in the organisation.
• The focus is on leadership commitment,
activities and messages about the
importance and value of change
management and the effort to build the
organisation’s ability to manage and sustain
change management.
• If scores are low in this Capability Area,
plans should focus on this area immediately.
• Who is leading or
sponsoring the
deployment of change
management?
• What is being done to
demonstrate ongoing
support?
• What is the strategic
importance of being
better at managing
change?

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Capability Area: This Capability Area focuses on: Key Questions of this
Capability Area include:
2 Application • The use of change management tools and
processes on projects and change initiatives
in the organisation.
• Factors include the percentage of projects
that have resources and funding allocated to
apply change management processes and
tools and the ‘reach’ of those processes and
tools.
• This Capability Area often scores high earlier
than others as an organisation starts
developing maturity, as it is often linked with
building the competencies of change and
project managers.
• What % of projects apply
change management
processes?
• What is the extent and
breadth of application
across the organisation?
• What resourcing and
funding is available?

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Capability Area: This Capability Area focuses on: Key Questions of this
Capability Area include:
3 Competencies • Change management is ultimately done by a
range of roles – employees, managers,
leaders as well as change practitioners,
project managers and other strategic
partners like HR, OD, Learning and
Development.
• Focus is on training, development and
demonstration of the competencies needed
by all the roles ultimately managing and
leading change. Training tends to be an early
action but to score high in this Capability
Area, programs must be in place for ALL the
‘doers’ of change and actual competency
must be demonstrated and sustained.
• What training is available
for change and project
managers?
• What level of
competency is
demonstrated by change
and project managers?
• Same questions for
sponsors, managers and
employees
• How effective are the
programs on offer?

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Capability Area: This Capability Area focuses on: Key Questions of this
Capability Area include:
4 Standardisation • The mechanics and systems that can be used
to institutionalise change management. This
area includes a common methodology or
approach to managing change, integration
with project management, creation of
triggers for the application of change
management process and tools and the
inclusion of change management in other
improvement approaches.
• This is the Capability Area that enables
‘effective change management’ to become a
fixed component of how the organisation
introduces projects and change initiatives
and is critically dependant on Capability
Area 1 – Leadership.
• What is the standard
approach? Is this well
known?
• How are project
management and change
management integrated
as a standard?
• Has a functional group
been established?

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Capability Area: This Capability Area focuses on: Key Questions of this
Capability Area include:
5 Socialisation • Building ongoing commitment to and buy-in
for change management throughout the
organisation and for all initiatives takes
change management in its own right.
• This area is about applying the techniques of
managing change as a change in and of itself.
• Capability Area 3 (Competencies) is critically
dependant on this area.
• What is the
understanding of the
value of developing our
ability to better manage
change?
• What is the shared
definition of managing
change here?
• How do we capture and
share successes?
• How do we reinforce
sustained application?

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Benefits of the Change Management Maturity
Audit
• Cloud based subscription via the Prosci Portal
• Drills into each capability area
• Can track over time
• Generates conversation and awareness of what we mean by ‘change management’ and
how to build capability and maturity
• Provides a baseline of the current state maturity and guidance for building a future state
roadmap
https://ebp-audit.prosci.com/

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Audit results from an example organisation
Overall change management maturity score = 2.3

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Leadership result

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Application result

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Competencies result

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Standardization result

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Socialization result

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Top tips to using the Change Management
Maturity Audit well
• Complete it yourself first so you are familiar with the questions and potential hot
spots
• Be clear on what are you hoping to achieve
– Build in ADKAR to tabling the purpose and introducing the tool, particularly for senior
leaders
– Have your explanation/definition of change management down pat (as you will find
many of the people you speak with cannot define/describe change management
simply)
• Use the Audit to lead a strategic conversation
– Who needs to be part of the conversation?
– Who’s view do you need and who’s do you need to shift?
• Allow time – it isn’t a meeting, it’s a workshop
– Allow time for discussion, actions and planning

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Top tips to using the Change Management
Maturity Audit well
• Don’t try to combine completing the audit for the first time and
gaining buy-in from key stakeholders
• Use the Audit as the start of:
– building or affirming your view of where to start in building maturity
– thinking strategically about how to involve the Primary Sponsor of
‘building maturity’ and why
– creating the core group who will work on the plan for building maturity
over the next 18 months – 3 years

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Once you have your baseline maturity level, where
to from here?
Top tips to begin increasing the change management maturity of
your organisation
• Ensure the Senior Leadership team has buy-in and commitment to building
change capability and allocate a Sponsor to drive the initiative
• Establish a team responsible for supporting and enabling sponsors and managers
to build change capability
• Choose a structured change management process / methodology
• Apply the process/methodology to a number of high profile projects
• Build capability and effectiveness by providing change management training and
support, for leaders, managers and supervisors, and individuals impacted by
change

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