No core competency will be more important in the future than the ability to deliver expected results from change. Building an enterprise-wide change management capability improves agility, mitigates saturation and improves change portfolio outcomes. But an enterprise capability takes more than “want to” and chatter. In this session, learn how to bring structure and intent to building your change management capabilities.

1. C H A N G E M A N A G E M E N T
Bringing Structure and Intent to
Building Your Enterprise Change Management Capabili?es
Prosci Webinar

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Agenda
Bringing Structure and Intent to
Building Your Enterprise Change Management CapabiliMes
1 Why
ü Velocity of change
ü ECM “why” menu
2 How
ü Treat it as a project
ü Current / Future
3 What
ü Build competencies + Integrate approach
ü ECM Strategy Map
4 When
ü 1-year and 3-year goals
ü AcMon planning
5 Who
ü Roles and responsibiliMes – ECM level
ü Roles and responsibiliMes – Project level

5. © Prosci. All Rights Reserved. 5
Agenda
Bringing Structure and Intent to
Building Your Enterprise Change Management CapabiliMes
1 Why
ü Velocity of change
ü ECM “why” menu
2 How
ü Treat it as a project
ü Current / Future
3 What
ü Build competencies + Integrate approach
ü ECM Strategy Map
4 When
ü 1-year and 3-year goals
ü AcMon planning
5 Who
ü Roles and responsibiliMes – ECM level
ü Roles and responsibiliMes – Project level

6. © Prosci. All Rights Reserved. 6

7. © Prosci. All Rights Reserved. 7
Bigger Change
More
Complex Change
More
Cross FuncMonal
Faster Change
More Connected
More InformaMon
V.U.C.A. World

8. © Prosci. All Rights Reserved. 8
Agility
Satura?on
Strategic Impera?ve
Compe??ve
Differen?a?on
Cumula?ve Benefits
A common approach
Remember when…
WHY ECM

9. © Prosci. All Rights Reserved. 9
Agility
SaturaMon
Strategic ImperaMve
CompeMMve DifferenMaMon
CumulaMve Benefits
A common approach
Remember when…
CEOs said that their ability to
adapt to change will be a key
source of compeMMve advantage
PWC survey of 1150 CEOs
76%
ExecuMves said organizaMonal
agility was criMcal to business
success and growing in
importance over Mme
McKinsey Quarterly (Sull)
9 of 10
From the PMI
®
2012 Pulse of the Profession
™
In-Depth Report: Organiza9onal Agility
Greater
Organizational
Agility
=
Better
Performance
=
Improved
Competitive
Advantage

10. © Prosci. All Rights Reserved. 10
Agility
Satura?on
Strategic ImperaMve
CompeMMve DifferenMaMon
CumulaMve Benefits
A common approach
Remember when…
Respondents said that their
organizaMons were nearing,
at or past the point of
saturaMon
2015 Prosci study
1120 change professionals
78%
Individuals suffer
Projects suffer
OrganizaMons suffer
2015 Prosci study with 1120 change professionals
Saturation has
consequences

11. © Prosci. All Rights Reserved. 11
Agility
SaturaMon
Strategic Impera?ve
CompeMMve DifferenMaMon
CumulaMve Benefits
A common approach
Remember when…
Strategic
ImperaAve
Strategy is
change

12. © Prosci. All Rights Reserved. 12
Agility
SaturaMon
Strategic ImperaMve
Compe??ve
Differen?a?on
CumulaMve Benefits
A common approach
Remember when…
CompeAAve
DifferenAaAon
“out-changing”
as a compeMMve
advantage

13. © Prosci. All Rights Reserved. 13
Agility
SaturaMon
Strategic ImperaMve
CompeMMve DifferenMaMon
Cumula?ve Benefits
A common approach
Remember when…
Cumulative
Benefits
CM on one project is good.
CM on all projects is beler.

14. © Prosci. All Rights Reserved. 14
Agility
SaturaMon
Strategic ImperaMve
CompeMMve DifferenMaMon
CumulaMve Benefits
A common approach
Remember when…
Language
Improvement
Efficiency
EffecMveness
A common approach provides

15. © Prosci. All Rights Reserved. 15
Agility
SaturaMon
Strategic ImperaMve
CompeMMve DifferenMaMon
CumulaMve Benefits
A common approach
Remember when…
Changes that look
different than the
others
We did CM J
We didn’t L
Remember when…

16. C H A N G E M A N A G E M E N T

17. © Prosci. All Rights Reserved. 17
37%
45%
52%
61%
65%
Level 1
Level 2
Level 3
Level 4
Level 5
OrganizaMons with higher change
management maturity have higher
project success rates.
Project success rate by maturity level:

18. © Prosci. All Rights Reserved. 18
Takeaway
1 Why
2 How
3 What
4 When
5 Who
Why
Takeaway
We aren’t talking about
building change
management capability, we
are talking about building a
crucial core competency.
(language and context maler)

19. © Prosci. All Rights Reserved. 19
Agenda
Bringing Structure and Intent to
Building Your Enterprise Change Management CapabiliMes
1 Why
ü Velocity of change
ü ECM “why” menu
2 How
ü Treat it as a project
ü Current / Future
3 What
ü Build competencies + Integrate approach
ü ECM Strategy Map
4 When
ü 1-year and 3-year goals
ü AcMon planning
5 Who
ü Roles and responsibiliMes – ECM level
ü Roles and responsibiliMes – Project level

20. © Prosci. All Rights Reserved. 20
Enterprise Change Management
DNA/fabric/norm through individual competencies and
integrated CM approaches
Change management
Catalyzing individual transiAons to deliver
organizaAonal results

21. © Prosci. All Rights Reserved. 21
Building Change Management Capability
is a Journey
Where you
are today
Where you
want to get
How are we going
to get there

22. © Prosci. All Rights Reserved. 22
TransiMon
State
TransiMon
State
Failure Modes
2
Not defining the
future state
1
Not trea?ng ECM as a
project and a change
3
Not using a
mulM-faceted approach
Current
State
Future
State

23. © Prosci. All Rights Reserved. 23
Project ECM as a Change
Project ECM
Current
State
Transi?on
State
Future
State
Technical Side
People Side
Structure
and Intent
Build organizaMonal change
management capabiliMes and
competencies to improve results and
outcomes of projects and iniMaMves
Goal/Objec?ve
Charter, Sponsor, Plan, SoluMon, Team,
Project Management, Change Management
Requirements

24. © Prosci. All Rights Reserved. 24
Project ECM: Current State
Project ECM
Current
State
Transi?on
State
Future
State
Technical Side
People Side
What is the state of
change management
in the organiza?on
today?

25. © Prosci. All Rights Reserved. 25
BLUF: BoTom Line Up Front
Add clarity to maturity
Track progress
Establish a baseline
Focus your effort
Quan?fy your maturity

26. © Prosci. All Rights Reserved. 26
Prosci® Change Management Maturity Model™
Level 5
OrganizaMonal
Competency
Change management competency
is evident at all levels of the organizaMon
and is part of the organizaMon's intellectual
property and compeMMve edge
ConMnuous
process
improvement
in place
Highest profitability,
responsiveness and
project success rates
Level 4
OrganizaMonal
Standards
OrganizaMon-wide standards
and methods are broadly deployed
for managing and leading change
SelecMon of
common approach
Level 3
MulMple
Projects
Comprehensive approach for managing
change is being applied on mulMple
projects within organizaMon
Examples of best
pracMces evident
Level 2
Isolated
Projects
Some elements of change management
are being applied in isolated projects
Many different
tacMcs
used inconsistently
Level 1
Ad hoc
or Absent
Lille or no change management applied
People-dependent
without any formal
pracMces or plans
Highest rate of
project failure,
turnover and
producMvity loss

27. © Prosci. All Rights Reserved. 27
Building out the Maturity Model:
Capability Areas
What observable
aYributes can be used
to describe the
level of maturity?
Leadership 1
SocializaMon 5
StandardizaMon 4
ApplicaMon 2
Competencies 3

28. © Prosci. All Rights Reserved. 28
Prosci® Change Management Maturity Model™
CAPABILITY
AREA 1:
LEADERSHIP
CAPABILITY
AREA 2:
APPLICATION
CAPABILITY
AREA 3:
COMPETENCIES
CAPABILITY
AREA 4:
STANDARDIZATION
CAPABILITY
AREA 5:
SOCIALIZATION
Level 5
• Factor 1.1
• Factor 1.2
• Factor 1.3
• Factor 1.4
• Factor 1.5
• Factor 1.6
• Factor 1.7
• Factor 1.8
• Factor 2.1
• Factor 2.2
• Factor 2.3
• Factor 2.4
• Factor 2.5
• Factor 2.6
• Factor 2.7
• Factor 2.8
• Factor 3.1
• Factor 3.2
• Factor 3.3
• Factor 3.4
• Factor 3.5
• Factor 3.6
• Factor 3.7
• Factor 3.8
• Factor 3.9
• Factor 3.10
• Factor 3.11
• Factor 3.12
• Factor 4.1
• Factor 4.2
• Factor 4.3
• Factor 4.4
• Factor 4.5
• Factor 4.6
• Factor 4.7
• Factor 4.8
• Factor 4.9
• Factor 4.10
• Factor 4.11
• Factor 4.12
• Factor 5.1
• Factor 5.2
• Factor 5.3
• Factor 5.4
• Factor 5.5
• Factor 5.6
• Factor 5.7
• Factor 5.8
• Factor 5.9
• Factor 5.10
Level 4
Level 3
Level 2
Level 1

29. © Prosci. All Rights Reserved. 29
Prosci Maturity Model Audit Tour
Reviewing Report

30. C H A N G E M A N A G E M E N T

31. © Prosci. All Rights Reserved. 31
Project ECM: Future State
What will it look like
when you’ve built the
capabili?es and
competencies?
Project ECM
Current
State
Transi?on
State
Future
State
Technical Side
People Side

32. © Prosci. All Rights Reserved. 32
Future State Components
Objec?ves Metrics
Vision Statement Mission Statement
Goals

33. © Prosci. All Rights Reserved. 33
Enterprise Enterprise Change Management
Future State of OrganizaAonal Capability
Project/
IniMaMve
Individual
• We consistently meet and exceed expectaMons in change
• We are able to handle the change our organizaMon is experiencing
• We have created an organizaMonal footprint for change management
• We (all employees) expect change and are excited by it and engaged in
it, not fearful of it
• We all see “leading change” as part of our job; we have the skills to do it
and we are measured on how well we do it
• We share a common language for change
• We have a standard change management methodology and full
set of tools to support its common and consistent applicaMon
• We have integrated change management into the project management
approach and our improvement processes and systems
• We appropriately budget for and resource change management on all projects
• We have change management present at the start of every project
• We are measuring the impact of change management and are showing the Return on
Investment of managing the people side of change

34. © Prosci. All Rights Reserved. 34
Using the Maturity Model Audit
for Future State DefiniAon
Today:
Future
Aspira?on:

35. © Prosci. All Rights Reserved. 35
Change Management as a Core Competency
ECM = CMaaCC
The expectaMon, not the excepMon
The norm
Commonplace
Embedded in the fabric of the organizaMon
Part of our culture
“Who we are, not just what we do”

36. © Prosci. All Rights Reserved. 36
Takeaway
1 Why
2 How
3 What
4 When
5 Who
How
Takeaway
We must scope, design
and manage the
effort as a project
to be successful.

37. © Prosci. All Rights Reserved. 37
Agenda
Bringing Structure and Intent to
Building Your Enterprise Change Management CapabiliMes
1 Why
ü Velocity of change
ü ECM “why” menu
2 How
ü Treat it as a project
ü Current / Future
3 What
ü Build competencies + Integrate approach
ü ECM Strategy Map
4 When
ü 1-year and 3-year goals
ü AcMon planning
5 Who
ü Roles and responsibiliMes – ECM level
ü Roles and responsibiliMes – Project level

38. © Prosci. All Rights Reserved. 38
Enterprise Change Management
Org Change Capability
ECM
Build
Individual
Competencies
Integrate into
Changes, Projects
and Programs
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Initiate Plan Design Develop Deploy
“Go Live”Kick off
Phase 3:
Reinforcing
Change
Phase 2:
Managing
Change
Phase 1:
Preparing
for Change
A D K A R
Strategy Plans Measures
General
Project
Lifecycle
Individual
Change Journey
Milestones
Organizational
Change Mgmt
Activities
Major events
Prosci®
ADKAR®
Model
Prosci®
3-Phase
Process
Initiate Plan Design Develop Deploy Sustain

39. © Prosci. All Rights Reserved. 39
Internalize ABC
of sponsors
Internalize CLARC
role in change
Expect and Thrive
in Change
Build Individual Competencies
Design soluMons
with adop?on
and usage in mind Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors

40. © Prosci. All Rights Reserved. 40
Build Individual Competencies
Research-based, Role-based Training
Prosci’s Holis?c Approach Key Change Enabling Roles
Senior Leadership
Change PracMMoners
Project Teams
Middle Managers
Front Line Employees
Sponsor Program (1/2 day)
PracMMoner Program (3 day)
PM Program (1/2 day)
Manager Program (1 day)
Employee Program (1 day)
Role-Based Training
Coaching Support

41. © Prosci. All Rights Reserved. 41
Integrate into Changes, Projects and Programs
IniMate Plan Design Develop Deploy Sustain
Requirement at iniMaMon
Inventory impacted groups
Define their changes
Align “people side” and
technical side ac?vi?es
Measure success at benefit
realizaMon, project execuMon,
and individual transiMon levels
Create customized
and scaled strategy
Resource CM
Integrate CM into
project gates
Integrate CM into
standard reviews

42. © Prosci. All Rights Reserved. 42
Integrate into Changes, Projects and Programs
Change
Scorecard
CMROI
Calcula?on
Project
Health
Best
Prac?ce
Alignment
ADKAR
Progress
3-Phase
Process
IniMate Plan Design Develop Deploy Sustain
Adoption
contribution
Installation
contribution
100%
50%
36%
Phase 1
Preparing for Change
Phase 2
Managing Change
Phase 3
Reinforcing Change

43. C H A N G E M A N A G E M E N T

44. © Prosci. All Rights Reserved. 44
Unified Value ProposiAon for ECM
Leadership
Structure
Process
Skill
Project
Prosci®
ECM Strategy Map
Change
Management
takes Change
Management
Current
state
Transi?on
state
Future
state
Technical Side
People Side
Design
Deliver
Develop
Embrace
Use
Adopt
Results
Outcomes
Success

45. © Prosci. All Rights Reserved. 45
Leadership
Structure
Process Project
Skill
Prosci® ECM Strategy Map
Process
e.g. Project launch, Performance
management, Improvement
Leadership
e.g. Sponsor, Steering commilee,
Change mgmt reviews
Skill
e.g. Who needs to know what?
Training, Coaching, Tools
Structure
e.g. OrganizaMonal footprint,
CMO, networks, job roles
Project
e.g. Pilots, Tiers, Departments,
Regions, Triggers

46. © Prosci. All Rights Reserved. 46
Example Approach
Require change
management plans for
every project in excess
of $500K in order to
receive funding
Leadership
Structure
Process
Skill
Project
Prosci®
ECM Strategy Map

47. © Prosci. All Rights Reserved. 47
Example Approach
HR iniMates an
educaMonal campaign
and then transfers
ownership to internal
training group for open
enrollment courses
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map

48. © Prosci. All Rights Reserved. 48
Example Approach
Integrate change
management process
elements into the
standard project delivery
process
Leadership
Structure
Project
Skill
Process
Prosci®
ECM Strategy Map

49. © Prosci. All Rights Reserved. 49
Example Approach
Train every new project
team on change
management
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map

50. © Prosci. All Rights Reserved. 50
Example Approach
Create a change
management staff
group at a corporate
level that has
oversight on change
management for all
projects
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map

51. © Prosci. All Rights Reserved. 51
“Change Management Takes
Change Management”
Audience IdenMficaMon
and DefiniMon
Apply
Change Management
Who has to embrace,
adopt and use?
What does “to adopt
and use” mean?
How are we going to
encourage the adopMon
and usage of
change management?

52. © Prosci. All Rights Reserved. 52
Reinforcement®
to sustain the change
ADKAR®
for the Change:
“Doing Change Management”
“Change management takes change management”
ECM from an ADKAR perspec?ve
Ability to implement required skills and behaviors
Knowledge on how to change
Desire to parAcipate and support the change
Awareness of the need for change
Ability to apply change management
Knowledge on how to apply change management
Desire to parAcipate and support changemanagement
Awareness of the need for change management
Reinforcement®
to sustain change management

53. © Prosci. All Rights Reserved. 53
Takeaway
1 Why
2 How
3 What
4 When
5 Who
What
Takeaway
To succeed, we need a
holisMc approach with
mulMple tacMcs.
(Leadership, Project, Skill,
Process, Structure)

54. © Prosci. All Rights Reserved. 54
Agenda
Bringing Structure and Intent to
Building Your Enterprise Change Management CapabiliMes
1 Why
ü Velocity of change
ü ECM “why” menu
2 How
ü Treat it as a project
ü Current / Future
3 What
ü Build competencies + Integrate approach
ü ECM Strategy Map
4 When
ü 1-year and 3-year goals
ü AcMon planning
5 Who
ü Roles and responsibiliMes – ECM level
ü Roles and responsibiliMes – Project level

55. © Prosci. All Rights Reserved. 55
Sample Approach: 1 and 3 Year
Goals with the ECM Strategy Map
Structure
Leadership
Skill
Project Process
Prosci® ECM Strategy Map
n What is your year 1 goal?

56. © Prosci. All Rights Reserved. 56
Sample Approach: 1 and 3 Year
Goals with the ECM Strategy Map
Structure
Leadership
Skill
Project Process
Prosci® ECM Strategy Map
n What is your year 1 goal? n What is your year 3 aspiraMon?

57. © Prosci. All Rights Reserved. 57
GETTING STARTED BUILDING MOMENTUM SUSTAINING
Leadership
Project
Skill
Structure
Process
ECM Strategy Map: Adding Timing
GETTING STARTED BUILDING MOMENTUM SUSTAINING
Leadership
Project
Skill
Structure
Process
GETTING STARTED BUILDING MOMENTUM SUSTAINING
Leadership
Project Get a Win!
Skill
Structure
Process

58. © Prosci. All Rights Reserved. 58
Example High Level ECM Strategy Map
GETTING STARTED BUILDING MOMENTUM SUSTAINING
Leadership
Project
Skill
Structure
Process
Map porwolio & target top 25% of
project spend (mulMple projects)
Develop change capabiliMes
for all people managers
(manager competency map)
Embed change management
into PMO, IT and project
iniMaMon acMviMes
Align change requirements with
project iniMaMon and funding
Hold leaders accountable to
demonstrate the ABCs of
strong sponsorship
Establish change management as
a requirement for any project
with medium or high risk
Provide ADKAR awareness for
all shore side employees
AcMvely manage the change
porwolio and organizaMonal
change saturaMon
Create rules of engagement to
enable units to start deployment
Establish change as a
leadership expectaMon
(leader competency map)
PrioriMze & target 5 strategic
projects for iniMal change focus
Train 1 wave of change pracMMoners
and project teams + OE as needed
Select deployment leader, establish
core team and steering commilee
Establish a process to engage,
develop and redeploy high
potenMals
Leadership commitment
statement + top 150 leaders
through Sponsor Briefing

59. © Prosci. All Rights Reserved. 59
Sample Sequence of Events
ALIGN
Engagement Kickoff Workshop
Stakeholder Interviews
Strategic Alignment Workshop
DESIGN
Deployment Planning
Enabling Infrastructure Development
Content CustomizaMon
DEPLOY
Senior Leadership Workshop
Pilot IdenMficaMon
PracMMoner Training
PracMMoner Coaching
Performance Plaworm
Sponsor Workshop
Project Manager/Team Training
Manager Training
Employee Change Agent Training
Charter and Launch CMO
IntegraMon into Standard PM Methods
IntegraMon into ExisMng Change Systems
Infusion in Job DescripMon/Reviews

60. © Prosci. All Rights Reserved. 60
Monthly Roadmap 2017
Q1 Q2 Q3 Q4
January February March April May June July August September October November December
Change Management
Resourcing
Sponsor
Workshop
Project Enterprise
Change
Management
Strategy
Build Role Based
Change Capability on Target Projects
Sponsor
PracMMoner
Change Management Deployment Phase I
Target Project Engagement
Target Project ApplicaMon
SLT Report
Out (Ask)
Customize Materials
Select
Projects
Change Management Awareness
Building
Sponsor
Workshop
Sponsor Re-
engagement
60

61. © Prosci. All Rights Reserved. 61
Monthly Roadmap 2018
Q1 Q2 Q3 Q4
January February March April May June July August September October November December
Change
Porwolio
Mapping
Project Enterprise
Change Management Governance Development
Phase II: Build Role Based Change Capability on MulMple Projects
Sponsor
PracMMoner + Project Teams
Managers + Employees
Target MulMple Projects
Target Project ApplicaMon
Integrate into Corporate Business Planning Process
Change Management IntegraMon Into Project Delivery
Standards
Change Management Center of Excellence
Build Enterprise Change Capability
Phase III: Build Role Based Change Capability on MulMple Projects
Sponsor
PracMMoner + Project Teams
Managers + Employees
Target MulMple Projects
61

62. © Prosci. All Rights Reserved. 62
Takeaway
1 Why
2 How
3 What
4 When
5 Who
When
Takeaway
Calendar specific acMon
steps for ge{ng started,
building momentum and
sustaining efforts.

63. © Prosci. All Rights Reserved. 63
Agenda
Bringing Structure and Intent to
Building Your Enterprise Change Management CapabiliMes
1 Why
ü Velocity of change
ü ECM “why” menu
2 How
ü Treat it as a project
ü Current / Future
3 What
ü Build competencies + Integrate approach
ü ECM Strategy Map
4 When
ü 1-year and 3-year goals
ü AcMon planning
5 Who
ü Roles and responsibiliMes – ECM level
ü Roles and responsibiliMes – Project level

64. © Prosci. All Rights Reserved. 64
Project Applica?ons
Change Sponsors
Change PracMMoner
CM Trainers
Project Managers
Project Teams
People Managers
Individual Contributors
Project Applica?ons
Change Sponsors
Change PracMMoner
CM Trainers
Project Managers
Project Teams
People Managers
Individual Contributors
Project Applica?ons
Change Sponsors
Change PracMMoner
CM Trainers
Project Managers
Project Teams
People Managers
Individual Contributors
Roles and ResponsibiliAes:
Two levels
Enterprise Deployment
ExecuMve Sponsor
Steering Commilee
Core Team
Deployment Leader
Change Champions
Project Applica?ons
Change Sponsors
Change PracMMoner
CM Trainers
Project Managers
Project Teams
People Managers
Individual Contributors

65. © Prosci. All Rights Reserved. 65
What Does “To Adopt and Use Change
Management” Mean For Each Group?
CHANGE MANAGEMENT
RESOURCE / TEAMS
• Apply a structured approach
• Develop a strategy
• Customize and scale
• Create five change management plans
EXECUTIVES AND
SENIOR MANAGERS
1. AcMvely and visibly parMcipate
2. Build and maintain healthy coaliMons
3. Communicate directly to employees
MIDDLE MANAGERS
AND SUPERVISORS
1. Communicator
2. Advocate
3. Coach
PROJECT TEAM
• Design, develop, deliver technical side
• Engage and integrate people side
PROJECT SUPPORT
FUNCTIONS
• Provide experMse, knowledge and tools
• Support design, development, delivery and
adopMon and usage of the change
4. Resistance manager
5. Liaison

66. © Prosci. All Rights Reserved. 66
Roles & ResponsibiliAes - Project
Role Name or Group Expecta?on
Change Sponsors • Remain acMve and visible throughout change cycle
• Build guiding coaliMons to support change
• Communicate effecMvely throughout change cycle
• Promote the value of change management
Change PracMMoner • Apply Prosci 3-Phase Process to projects
• Promote the adopMon and usage of change
management tools , methods and mindset
• Deliver high impact results and outcomes on change
iniMaMves
CM Trainers Deliver high impact change management training for:
• People Managers
• Project Managers
• Project Team Members
• Employees
Project Managers • Integrate change management into project execuMon
Project Teams • Gain a foundaMonal understanding of change
management principles
People Managers • Learn a framework to adapt to change and coach direct
reports through regular and on going change
Individual Contributors • Learn a framework to adapt to regular and on going
change and engage in the change process

67. © Prosci. All Rights Reserved. 67
Roles & ResponsibiliAes - Enterprise
Role Name or Group Expecta?on
ExecuMve Sponsor • Role model sponsorship behaviors (ABCs)
• Make it ok to publically invest in Change as a value driver
• Rally the senior leaders on-going support
• Hold the steering commilee & core team accountable
• Further solidify change advocates as partners to business leaders
in acceleraMng change
Steering Commilee • Build the organizaMonal narraMve around change
• Remove barriers and address issues
• Promote change acceleraMon as a valuable discipline
Core Team • Ensure a results driven approach to produce ROI
• Enforce the rules of engagement
• Linking to other parts of the organizaMon
• Define the change management brand
• Embed change management into organizaMonal systems
• Promote change mgmt as a valuable discipline – tell the story
• PrioriMzaMon of projects and resources
Deployment Leader • Responsible for project prioriMzaMon and selecMon
• Champion community of pracMce development
• Ensure program quality and adherence to method
• ReporMng on progress
Change Campions • Champion community of pracMce development
• Demonstrate through words and acMons

68. © Prosci. All Rights Reserved. 68
Centralized vs. Decentralized
ConsideraMons:
Cultural leaning
Geographic distribuMon
Where is the sponsorship
Need for standardizaMon/flexibility
Common/varied maturiMes
Where are CM resources coming from
What already works here
Centralized Hybrid Decentralized
Which approach is right for you?

69. © Prosci. All Rights Reserved. 69
Takeaway
1 Why
2 How
3 What
4 When
5 Who
Who
Takeaway
Roles and responsibiliMes
need to be defined and
fostered at both the
ECM level and the
project level.

70. © Prosci. All Rights Reserved. 70
Agenda
Bringing Structure and Intent to
Building Your Enterprise Change Management CapabiliMes
1 Why
ü Velocity of change
ü ECM “why” menu
2 How
ü Treat it as a project
ü Current / Future
3 What
ü Build competencies + Integrate approach
ü ECM Strategy Map
4 When
ü 1-year and 3-year goals
ü AcMon planning
5 Who
ü Roles and responsibiliMes – ECM level
ü Roles and responsibiliMes – Project level

71. © Prosci. All Rights Reserved. 71
Example ECM Journey Strategic Roadmap
Enterprise Change Management Goals
Enable
increased
speed to
adop?on and
sustainability
Deliver beYer results
and outcomes from
change efforts
Manage
satura?on as
an input to
planning and
execu?on
Build change
agility to
become a High
Perf org
Establish a
common
language for
change
The goals will be achieved through the ini?a?ves within a four year roadmap
2017 2018 2019 2020
Land & Stand
• Gain buy in from
senior leaders
• Establish change
leadership deployment
strategy
• PrioriMze & select
iniMal targets
• Develop iniMal
change leadership
roles and competencies
• Stand up change
management
methodology and
toolset
Deliver & Expand
• Engage through
a role based change
management approach
• Deliver results on target
change iniMaMves
• Expand applicaMon to
more of the
organizaMonal change
porwolio
• Develop further role
based capabiliMes
• Establish community
of pracMce
Deploy & Embed
• Deploy change
resources
on strategic projects
• Embed change
leadership into
organizaMonal
standards
• InsMll change as a
leadership competency
• Assess transiMon of
change resources into
business units
• Drive enterprise
change maturity
Sustain & Advance
• Sustain change
outcomes
• Engage larger
community
of pracMce
• Align change resources
inside business units
as appropriate
• ConMnue to drive
enterprise change
maturity

72. © Prosci. All Rights Reserved. 72
Create a custom soluMon with Prosci
ECM Bootcamp
Licensing
Advanced
Deployment Leader
Advisory Services
• Content and tools
• Customize
• Integrate
• Standardize
• Scale
• Strategic Alignment Workshop
• Project/IniMaMve Support
• Community of PracMce Support
• Change Porwolio Development
• Advanced cerMficaMon
• Personal/professional development
• Capability architects
• Innovators/early adopters
• 1-day workshop
• Jumpstart your capability strategy
• May 11, 2017; Sept 14, 2017; Nov 16, 2017
• Onsite available: soluMons@prosci.com
OpMons for
individuals and
organizaMons

73. © Prosci. All Rights Reserved. 73
Where to find today’s slides with poll results
73
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74. Prosci Solution
Delivering organizaMonal results by
catalyzing individual transiMons
hlp://www.prosci.com | hlp://blog.prosci.com
changemanagement@prosci.com
Build individual change competencies
Apply change management on iniMaMves
Embed organizaMonal change capability
hlp://www.prosci.com
soluMons@prosci.com