ACMP NorCal, April 8, 2016 - Courageously Commit to Outcomes. @timcreasey www.linkedin.com/in/timcreasey

1. © Prosci Inc. All rights reserved.
Courageously Commit
to Outcomes
www.prosci.com | +1-970-203-9332
Tim Creasey, Chief Innovation Officer
tcreasey@prosci.com @timcreasey
www.linkedin.com/in/timcreasey/
Research | Methodology | Training | Advisory Services
v44 1

2. © Prosci Inc. All rights reserved.
Why committing to
outcomes matters
Why it is challenging
(and takes courage)
Tactics for courageously
committing to outcomes
2

3. © Prosci Inc. All rights reserved.
Why committing to
outcomes matters
Why it is challenging
(and takes courage)
Tactics for courageously
committing to outcomes
3

4. © Prosci Inc. All rights reserved.
What is
your
finish line?
4

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7. © Prosci Inc. All rights reserved.
What is your finish line?
Requirements Results
Outputs Outcomes
Specifications Sustainment
Installation Realization
Solutions Benefits 7

8. © Prosci Inc. All rights reserved.
Those who trust to chance must
abide by the results of chance.
Calvin Coolidge
8

9. © Prosci Inc. All rights reserved.
Change
Management
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10. © Prosci Inc. All rights reserved.
We change for a reason.
Organizational change requires individual change.
Organizational outcomes are the collective result of
individual change.
Change management is an enabling framework for
managing the people side of change.
We apply change management to realize the benefits
and desired outcomes of change.
Prosci Five Tenets of CM
1
5
2
3
4
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11. © Prosci Inc. All rights reserved.
Alignment is the necessary
condition before empowering
the individual will empower
the whole team.
Empowering the individual
when there is a relatively low
level of alignment worsens the
chaos and makes managing
the team even more difficult.
Peter Senge
11

12. © Prosci Inc. All rights reserved.
Stakeholder Alignment Around
Intended Outcomes
Sponsors
CM
Team
Why are we
changing?
How do we define success?
What does
“done” mean?
Project
Team
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13. © Prosci Inc. All rights reserved.
Table Discussion
A time where you
saw solid alignment
around outcomes.
What was the impact?
A time where you
saw missing alignment
around outcomes.
What was the impact?
or
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14. © Prosci Inc. All rights reserved.
Outcome Focus in
Contemporary Management
© 2013 Simon Sinek, Inc.
www.startwithwhy.com
Simon Sinek’s
Golden Circle
Purpose-Driven
Organizations
14

15. © Prosci Inc. All rights reserved.
Benefits
Value
Results
Outcomes
North Star
15

16. © Prosci Inc. All rights reserved.
Try not to become
a man of success,
but rather try to
become a man
of value.
16

17. © Prosci Inc. All rights reserved.
What is
your
finish line?
17

18. © Prosci Inc. All rights reserved.
Why committing to
outcomes matters
Why it is challenging
(and takes courage)
Tactics for courageously
committing to outcomes
18

19. © Prosci Inc. All rights reserved.
Quote-able Quotes
LinkedIn Conversation
The inclination to commit to activities
instead of outcomes stems from the
degree of control I have and my
hesitation to be accountable for
something I can't control.
~ Heather Stagl
19

20. © Prosci Inc. All rights reserved.
Quote-able Quotes
LinkedIn Conversation
Activities = me = easier.
Outcomes = others = tougher.
~ Gary Kelly
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21. © Prosci Inc. All rights reserved.
Quote-able Quotes
LinkedIn Conversation
Outcomes can be more difficult to
measure. An activity is measurable –
was it done or not?
~ Daniel Schmitz
21

22. © Prosci Inc. All rights reserved.
Quote-able Quotes
LinkedIn Conversation
Outcomes… have consequences. Activities
represent effort and motion. I’m much more
vulnerable… when I’ve committed to an
outcome. If I fail to deliver the desired outcome
I have put my “status” at risk, and possibly
jeopardized my credibility and reputation. When
I commit to an activity I can simply say “I tried.”
~ Molly Breazeale
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23. © Prosci Inc. All rights reserved.
Table Discussion
What are the most common reasons you
have seen for the propensity to commit to
activities instead of outcomes?
• Degree of control • Difficult to measure
• Accountability • Vulnerability/risk
• Me/Others • Other?
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24. © Prosci Inc. All rights reserved.
Activity Affinity
Activities
are “me”
Outcomes are
beyond me
24

25. © Prosci Inc. All rights reserved.
Activity Affinity
Activities are binary
Outcomes are shades of grey
25

26. © Prosci Inc. All rights reserved.
Definition Difficulty
Chasing
aspirations 26

27. © Prosci Inc. All rights reserved.
Definition Difficulty
0
50
100
0 5 11 16 22 27 33 38 44 49 55 60 66 71 77 82 88 94
Uncertainty Avoidance
Low Moderate High
High
Uncertainty
Avoidance
Low
Tolerance of
Ambiguity
Outcomes
are often
ambiguous
=
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28. © Prosci Inc. All rights reserved.
Accountability Aversion
Our organization is chronically
accountability averse.
~ Prosci study participant
28

29. © Prosci Inc. All rights reserved.
Calendar Conundrum
Phase 1
Activity
Activity
Activity
Activity
Phase 2
Activity
Activity
Activity
Activity
Activity
Phase 3
Activity
Activity
Activity
Activity
Activity
LAUNCH / GO-LIVE
But when do
benefits occur?
?
29

30. © Prosci Inc. All rights reserved.
Onerous Ownership
In times of change… who owns outcomes?
30

31. © Prosci Inc. All rights reserved.
Why it is challenging
(and takes courage)
Activity Affinity
Definition Difficulty
Accountability Aversion
Calendar Conundrum
Onerous Ownership
Recap:
31

32. © Prosci Inc. All rights reserved.
Why committing to
outcomes matters
Why it is challenging
(and takes courage)
Tactics for courageously
committing to outcomes
32
1. Ask the hard questions
2. Clarify expected outcomes
3. Extend your time horizon
4. Bring people into the equation

33. © Prosci Inc. All rights reserved.
Ask the hard
questions
Tactic #1:
33

34. © Prosci Inc. All rights reserved.
What, would you say,
we are actually trying
to achieve here?
34
<insert your picture>

35. © Prosci Inc. All rights reserved.
It is not the
answer that
enlightens, but
the question.
Eugène Ionesco
35

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37. © Prosci Inc. All rights reserved.
If not us, then who?
If not now, then when?
John Lewis
37

38. © Prosci Inc. All rights reserved.
Clarify expected
outcomes
Tactic #2:
38

39. © Prosci Inc. All rights reserved.
Why Are We Changing?
0
200
400
600
800
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
39

40. © Prosci Inc. All rights reserved.
If you don't
know where
you are going,
you might
wind up
someplace else.
Yogi Berra
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41. © Prosci Inc. All rights reserved.
Definition of Goals and Objectives
Drives Results
Poorly
Defined
Goals and
Objectives
Adequately
Defined
Well
Defined
Very
Well
Defined
= met objectives= exceeded objectives
41

42. © Prosci Inc. All rights reserved.
Extend your
time horizon
Tactic #3:
42

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44. © Prosci Inc. All rights reserved.
Phase 1
Activity
Activity
Activity
Activity
Phase 2
Activity
Activity
Activity
Activity
Activity
Phase 3
Activity
Activity
Activity
Activity
Activity
44
Phase 1
Activity
Activity
Activity
Activity
Phase 2
Activity
Activity
Activity
Activity
Activity
Phase 3
Activity
Activity
Activity
Activity
Activity
Sustainment
Activity
“Done” is not launch

45. © Prosci Inc. All rights reserved.
Bring people into
the equation
Tactic #4:
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46. © Prosci Inc. All rights reserved.
E = Q x A
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47. © Prosci Inc. All rights reserved.
Successful change requires both
the technical and people sides
Current Transition Future
Technical side
People side
Design
Develop
Deliver
Embrace
Adopt
Use
Results
Outcomes
Success
=+
Installation*
Realization*
* Daryl Conner
47

48. © Prosci Inc. All rights reserved.
The achievements
of an organization
are the results of
the combined
effort of each
individual.
Vince Lombardi
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49. © Prosci Inc. 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
Made up of individual changes
Organizational change
49

50. © Prosci Inc. All rights reserved.
adoption and usage
of change has a
direct and concrete impact
on achieving expected
results and outcomes
50

51. © Prosci Inc. All rights reserved.
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
Change management correlates
directly with outcomes
6x
Increase in likelihood
of meeting objectives
with excellent change
management
Met or exceeded objectives
On schedule
On budget
Change Management Effectiveness
51

52. © Prosci Inc. All rights reserved.
Value
Management
Change
Management
Catalyzing
individual transitions
to deliver
organizational results
Change Management
CHānj ‘manijmǝnt
52

53. © Prosci Inc. All rights reserved.
Tactics for courageously
committing to outcomes
1. Ask the hard questions
2. Clarify expected outcomes
3. Extend your time horizon
4. Bring people into the equation
Recap:
53

54. © Prosci Inc. All rights reserved.
Why committing to
outcomes matters
Why it is challenging
(and takes courage)
Tactics for courageously
committing to outcomes
54

55. © Prosci Inc. All rights reserved.
Why committing to
outcomes matters
Why it is challenging
(and takes courage)
Tactics for courageously
committing to outcomes
55
Activity Affinity
Definition Difficulty
Accountability Aversion
Calendar Conundrum
Onerous Ownership
1. Ask the hard questions
2. Clarify expected outcomes
3. Extend your time horizon
4. Bring people into theequation

56. © Prosci Inc. All rights reserved.
Without change there is no innovation,
creativity or incentive for improvement.
Those who initiate change will have a
better opportunity to manage the
change that is inevitable.
William Pollard
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I’LL BE BACK
Advanced Immersion
April 27-28
San Mateo
solutions@prosci.com
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