How to Build Organizational Change Capabilities - Prosci Webinar

Copyright Prosci 2014. All rights reserved.
webinar@prosci.com
Prosci Change Management Webinar
How to Build Organizational
Change Capabilities

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Our Resources:
• Published products and tools
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To help individuals and organizations build
their own change management competencies
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change management
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Agenda
• What is Project ECM?
• The case for Project ECM
• The status of Project ECM
• Current state, Future state, Transition state
• Prosci ECM Suite
Enterprise
Change
Management

House/Subdivision Framework

• Change management is
like building a house
– How do we effectively
manage the people side of
change on one project or
initiative?

• Change management is
like building a house
– How do we effectively
manage the people side of
change on one project or
initiative?
• ECM is like designing a
subdivision
– How do we bring change
management to our entire
organization?

ECM Components

ECM Components
Process
and tools
Common approach,
consistently and
constantly applied

ECM Components
Process
and tools
Individual
competencies
Common approach,
consistently and
constantly applied
From the CEO
to front-line
employees

ECM Components
Process
and tools
Individual
competencies
Strategic
capability
Common approach,
consistently and
constantly applied
From the CEO
to front-line
employees
Flexibility, durability,
agility, resilience,
core competency

Enterprise Change Management Is…

Institutionalizing
and embedding
change management
practices and processes

Institutionalizing
and embedding
change management
Building organizational
change management
capabilities and competencies

Institutionalizing
and embedding
change management
change management
Deploying change
management broadly
throughout the enterprise

Institutionalizing
and embedding
change management
change management
Deploying change
management broadly
throughout the enterprise
All employees have
internalized their role in
leading change
“Great change management”
is second nature and part of
the DNA of the organization
Change management is the
organization’s Standard
Operating Procedure
Change management is
the norm on projects
and initiatives

Why ECM?

Why ECM?
1. Cumulative benefits Additive nature

Why ECM?
2. Amount of change Required to handle load

Why ECM?
3. Capacity and saturation Minimize consequences

Why ECM?
4. Change agility Improve performance

Why ECM?
5. Standard approach Efficiency and effectiveness

Why ECM?
6. Everyone else is doing it Lemming pitch

Why ECM?
6. Everyone else is doing it Lemming pitch
7. Well, it worked on Project X Proof of success

Your ECM Value Proposition

• Concise statement for why your organization
needs to invest the time, energy and resources
to build change management capabilities

“We as an organization should work to institutionalize
change management and build organizational
capabilities and competencies because…”

“We as an organization should work to institutionalize
change management and build organizational
capabilities and competencies because…”
Strategy
Mission
Pain points
Concerns
Values
Aspirations

The Status of ECM
16%
13%
21%
22%
14%
15%
Over three years
Between two and three…
Between one and two years
Between six and 12 months
Less than six months
Just startedActively working
to deploy
For how long
Prosci’s 2014
Best Practice
in Change
Management
46%
53%
2011 2013

Data from Prosci Change Management Webinars
Aug 2010, March 2011, July 2011, May 2012 , Oct 2012, April 2013:
1016 data providers
Where Are You in Your ECM Journey?
16%
9%
25%
35%
15%
We are over a year into deployment
We are in the first year of deployment
We've started to mobilize
Early discussions taking place
We haven't even thought about itWe haven’t even thought about it
Early discussions taking place
We’ve started to mobilize
We are in the first year of deployment
We are over a year into deployment

Publish Research Training
2004
2005
2006
2007
2008
2009
2011
2012
2013
Where Prosci Is in the ECM Journey

2004
2005
2006
2007
2008
2009
2011
2012
2013
Maturity Model
Study section ECM Study ECM Summit

2004
2005
2006
2007
2008
2009
2011
2012
2013
Maturity Model
ECM Summit
ECM Summit
ECM Summit
Study section
Study section ECM Lab
Whitepaper
Study section
Added to Advanced

2004
2005
2006
2007
2008
2009
2011
2012
2013
Maturity Model
ECM Summit
ECM Summit
ECM Summit
Study section
Study section ECM Lab
Whitepaper
Study section
Added to Advanced
ECM Boot Camp
ECM Boot Camp
ECM Roadmap
CMMMA
Study section
ACMP Workshop

Prosci ECM Suite
Change Management
Maturity Model Audit
Web-based self assessment ($89)
ECM Roadmap
Online instructional guide ($479) ECM Boot Camp
One-day workshop ($889)
1.89
0
1
2
3
4
5
Prosci
®
Change Management Maturity Model Audit
Level
Level
Level
Level
Level
Overall Change Management Maturity Model Audit Score
2.50
1.88
1.58
2.08
1.40
0
1
2
3
4
5
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Prosci
®
Level
Level
Level
Level
Level
Prosci
May 9: Chicago, IL
June 13: Washington DC
Aug 8: Portland, OR
Sept 12: Denver, CO
Oct 16: Cleveland, OH
Nov 7: Houston, TX
AdPro / Canada
May 2: Calgary, AB
July 11: Trinidad
Activities, research,
templates, and tools
www.prosci.com/ecm

Two approaches
“We want to build change
management capabilities
and competencies so I
guess we’ll try …”

Two approaches
Create a CMO
Train some people on
change management?!?
Apply it on a few projects?!?
Develop an integrated project
management and change
management process?!?

Two approaches
and competencies AND we
are going to manage the
project for success”
Create a CMO

Two approaches
and competencies AND we
are going to manage the
project for success”
• Treat and manage it as a change
• Treat and manage it as a project
What we will call “Project ECM”
Create a CMO
Structure
and
Intent

Failure Modes

Failure Modes
1. Not treating ECM as a project and a change
Current Transition FutureTransition

Failure Modes
2. Not defining the future state

Failure Modes
2. Not defining the future state
3. Not using a multi-faceted approach

Project ECM as a Change

Project
ECM:
Current Transition Future
Technical side
People side

Project
ECM:
Goal/objective:
Build organizational change
management capabilities and
competencies to improve results and
outcomes of projects and initiatives
Technical side
People side

Project
ECM:
Goal/objective:
Technical side
People side
Requirements:
Charter, Sponsor, Plan, Solution, Team
Project Management
Change Management

Project
ECM:
Goal/objective:
Technical side
People side
Requirements:
Charter, Sponsor, Plan, Solution, Team
Project Management
Change Management
Structure
and
Intent

Project ECM: Current State
Technical side
People side
Project ECM:

Project ECM: Current State
Technical side
People side
Project ECM:
What is the state of
change management in
the organization today?

Project ECM:
Current State Assessment
Current State
Assessment

Project ECM:
Current
Maturity
Current State
Assessment

Project ECM:
Current
Maturity
How changes
happen
Current State
Assessment

Project ECM:
Current
Maturity
How changes
happen
Help/hinder
factors
Current State
Assessment

Project ECM:
Current
Maturity
How changes
happen
Help/hinder
factors
People side
analysis
Current State
Assessment

How Are We
Doing Today?
Current
Maturity
Current State
Assessment
1.89
0
1
2
3
4
5
Prosci
®
Level
Level
Level
Level
Level
2.50
1.88
1.58
2.08
1.40
0
1
2
3
4
5
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Prosci
®
Level
Level
Level
Level
Level
0
1
2
3
4
5
CA1
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
CA2
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
CA3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
CA4
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
CA5
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
Prosci
®
Level
Level
Level
Level
Level
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Capability
Area 1:
Leadership
www.prosci.com/ecm1/maturity-audit/

Using the Maturity Model
Capability Areas
Maturity Model
Capability Areas
Leadership
Application
Competencies
Standardization
Socialization

Capability Areas
Evaluate
where you
are today
Maturity Model
Capability Areas
Leadership
Application
Competencies
Standardization
Socialization
Current

Capability Areas
Evaluate
where you
are today
Identify
gaps
Maturity Model
Capability Areas
Leadership
Application
Competencies
Standardization
Socialization
Current Transition

Capability Areas
Evaluate
where you
are today
Identify
gaps
Guide
definition
Maturity Model
Capability Areas
Leadership
Application
Competencies
Standardization
Socialization

Capability Areas
Evaluate
where you
are today
Identify
gaps
Guide
definition
Maturity Model
Capability Areas
Leadership
Application
Competencies
Standardization
Socialization
Over time: Track progress

Project ECM: Future State
Technical side
People side
Project ECM:

Project ECM: Future State
Technical side
People side
Project ECM:
What will it look like
when you’ve built the
capabilities and
competencies?

EnterpriseEnterprise Change Management
Future State of Organizational Capability
Project/
Initiative
Individual

Project/
Initiative
Individual
• We consistently meet and exceed expectations in change
• We are able to handle the change our organization is experiencing
• We have created an organizational footprint for change management

Project/
Initiative
Individual
• 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 application
• We have integrated change management into the project management
approach and our improvement processes and systems

Project/
Initiative
Individual
• 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

Project/
Initiative
Individual
• 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 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

Project ECM
Transition: Technical Side
Technical side
People side
Project ECM:

Project ECM
Transition: Technical Side
• Systems and mechanisms that
make change management
“how we do change”
• Designing, developing and
deploying “the solution”
• Might be a new task for you:
– From “change management on a
solution” to “designing the change
management capability solution”
Technical side
People side
Project ECM:

Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
• Five tactic areas
• Planned in phases
ECM Strategy Map

Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
Current Future&Based on:
ECM Strategy Map

Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
Leadership e.g. Sponsor, Steering committee, Change mgmt reviews
ECM Strategy Map

Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
Project e.g. Pilots, Tiers, Departments, Regions, Triggers
ECM Strategy Map

Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
Skill e.g. Who needs to know what? Training, Coaching, Tools
ECM Strategy Map

Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
Structure e.g. Organizational footprint, CMO, networks, job roles
ECM Strategy Map

Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
Structure e.g. Organizational footprint, CMO, networks, job roles
Process e.g. Project launch, Performance management, Improvement
ECM Strategy Map

Example Approach
Approaches to
embedding change
management can be
mapped to the
ECM Strategy Map
Examples to follow…
Leadership
Structure
Process
Skill
Project
Prosci®
ECM Strategy Map
?

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
?

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

Example Approach
HR initiates an
educational campaign
and then transfers
ownership to internal
training group for
open enrollment
courses
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
?

Example Approach
HR initiates an
educational campaign
and then transfers
ownership to internal
training group for
open enrollment
courses
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map

Example Approach
Integrate change
management process
elements into the
standard project
delivery process
Leadership
Structure
Project
Skill
Process
Prosci®
ECM Strategy Map
?

Example Approach
Integrate change
management process
elements into the
standard project
delivery process
Leadership
Structure
Project
Skill
Process
Prosci®
ECM Strategy Map

Example Approach
Train every new
project team on
change management
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map
?

Example Approach
Train every new
project team on
change management
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map

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
?

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

Leadership
Project
Skill
Structure
Process
ECM Strategy Map:
Adding Timing
Leadership
Structure
Process Project
Skill
Prosci®
ECM Strategy Map

Leadership
Project
Skill
Structure
Process
ECM Strategy Map:
Adding Timing
Getting started
Leadership
Project
Skill
Structure
Process

Leadership
Project
Skill
Structure
Process
ECM Strategy Map:
Adding Timing
Getting started
Leadership
Project
Skill
Structure
Process
Getting started Building momentum
Leadership
Project
Skill
Structure
Process

Leadership
Project
Skill
Structure
Process
ECM Strategy Map:
Adding Timing
Getting started
Leadership
Project
Skill
Structure
Process
Leadership
Project
Skill
Structure
Process
Getting started Building momentum Sustaining
Leadership
Project
Skill
Structure
Process

Leadership
Project
Skill
Structure
Process
ECM Strategy Map:
Adding Timing
Getting started
Leadership
Project
Skill
Structure
Process
Leadership
Project
Skill
Structure
Process
Leadership
Project
Skill
Structure
Process
Leadership
Project
Skill
Structure
Process

Leadership
Project
Skill
Structure
Process
ECM Strategy Map:
Adding Timing
Getting started
Leadership
Project
Skill
Structure
Process
Leadership
Project
Skill
Structure
Process
Leadership
Project
Skill
Structure
Process
Leadership
Project
Skill
Structure
Process
Leadership
Project GET A WIN!
Skill
Structure
Process

Project ECM
Transition: People Side
Technical side
People side
Project ECM:

Project ECM
Transition: People Side
• Change management takes
change management
• How will you ensure that
impacted employees
embrace, adopt and use
change management
Technical side
People side
Project ECM:

Review: Unified Value
Proposition of CM and PM

Technical side
People side

Technical side
People side
Design
Develop
Deliver
Embrace
Adopt
Use
= Success+

Technical side
People side
Design
Develop
Deliver
Embrace
Adopt
Use
= Success+
Leadership
Structure
Process
Skill
Project
Prosci®
ECM Strategy Map

Technical side
People side
Design
Develop
Deliver
Embrace
Adopt
Use
= Success+
Leadership
Structure
Process
Skill
Project
Prosci®
ECM Strategy Map
Change
management

“Change Management Takes
Change Management”

Who has to embrace, adopt and use?
What does “to adopt and use”?
Audience
Identification
and
Definition

Who has to embrace, adopt and use?
What does “to adopt and use”?
How are we going to
encourage the adoption and
usage of change management?
Audience
Identification
and
Definition
Apply
change
management

Reinforcement®
to sustain the change
ADKAR®
for the Change:
“Doing Change Management”
“Change management takes change management”
ECM from an ADKAR perspective
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

Reinforcement®
to sustain the change
ADKAR®
for the Change:
“Doing Change Management”
“Change management takes change management”
ECM from an ADKAR perspective
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
Ability to apply change management
Knowledge on how to apply change management
Desire to participate and support change management
Awareness of the need for change management
Reinforcement®
to sustain change management

1.89
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Prosci
®
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2.50
1.88
1.58
2.08
1.40
0
1
2
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4
5
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Prosci
®
Level
Level
Level
Level
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0
1
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CA1
1.1
1.2
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1.6
1.7
1.8
CA2
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
CA3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
CA4
4.1
4.2
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4.5
4.6
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4.8
4.9
4.10
4.11
4.12
CA5
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
Prosci
®
Level
Level
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Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Capability
Area 1:
Leadership

1.89
0
1
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Prosci
®
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2.50
1.88
1.58
2.08
1.40
0
1
2
3
4
5
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Prosci
®
Level
Level
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1
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CA1
1.1
1.2
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CA2
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
CA3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
CA4
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
CA5
5.1
5.2
5.3
5.4
5.5
5.6
5.7
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5.10
Prosci
®
Level
Level
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Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
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4.27
0
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®
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4.50
4.13 4.17 4.33 4.20
0
1
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Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Prosci
®
Level
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CA1
1.1
1.2
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1.7
1.8
CA2
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
CA3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
CA4
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
CA5
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
Prosci
®
Level
Level
Level
Level
Level
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Capability
Area 1:
Leadership

1.89
0
1
2
3
4
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Prosci
®
Level
Level
Level
Level
Level
2.50
1.88
1.58
2.08
1.40
0
1
2
3
4
5
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Prosci
®
Level
Level
Level
Level
Level
0
1
2
3
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5
CA1
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
CA2
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
CA3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
CA4
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
CA5
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
Prosci
®
Level
Level
Level
Level
Level
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Capability
Area 1:
Leadership
4.27
0
1
2
3
4
5
Prosci
®
Level
Level
Level
Level
Level
4.50
4.13 4.17 4.33 4.20
0
1
2
3
4
5
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Prosci
®
Level
Level
Level
Level
Level
0
1
2
3
4
5
CA1
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
CA2
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
CA3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
CA4
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
CA5
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
Prosci
®
Level
Level
Level
Level
Level
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Capability
Area 1:
Leadership
Project ECM:
Technical side
People side

Prosci ECM Suite:
Change Management
Maturity Model Audit
Web-based self assessment
($89 per audit)
ECM Roadmap
Online guide with instructions,
guidance, research and tools ($479)
ECM Boot Camp
One-day workshop on building your
Project ECM strategy and plans ($889)
Site Licenses
Customize, Integrate, Translate
Support Capability Deployment
Train the Trainer
Groom internal trainers to teach
Prosci’s acclaimed programs
www.prosci.com/ecm

• Web-based self assessment
• Assess current overall
change management
maturity and maturity in
five specific Capability Areas
– Leadership
– Application
– Competencies
– Standardization
– Socialization
3.00
4.25
2.50 2.58
1.50
0
1
2
3
4
5
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Prosci
®
Level
Level
Level
Level
Level
0
1
2
3
4
5
CA1
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
CA2
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
CA3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
CA4
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
CA5
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
Prosci
®
Level
Level
Level
Level
Level
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Capability
Area 1:
Leadership
Prosci ECM Suite:
2.77
0
1
2
3
4
5
Prosci
®
Level
Level
Level
Level
Level
$89 per audit
www.prosci.com/ecm1/maturity-audit/

Prosci ECM Suite:
ECM Roadmap
• Online instructional tool for Project ECM
• Step-by-step process plus tools
• Templates and assessments to use now
$479 for single
user license
* Includes one Change
Management Maturity
Model Audit
www.prosci.com/ecm1/ecm-roadmap/

Prosci ECM Suite:
ECM Boot Camp
• 1-day workshop
– What and Why of ECM
– Change Management Maturity Model
– Project ECM
On the calendar
May 2: Calgary
May 9: Chicago
June13: WashingtonDC
July 11: Trinidad
Aug 8: Portland
Sept 12: Denver
Oct 16: Cleveland
Nov 7: Houston
Inquire about onsite
$889 tuition
“If you're serious about achieving true change
management as one of your core organizational
competencies, then find a way to get to this course.” - Jeff
“Any first steps on the ECM journey will be all the more
surefooted for a day spent here.” - Graeme
“The ECM Boot Camp will kick your organization's Change
Management practices into high gear...” - Janice
www.prosci.com/ecm1/ecm-boot-camp/

Prosci’s Solution for an
Organizational Standard
• Enterprise Site Licenses enables:
– Customization
– Integration
– Translation & Terminology
– Organizational Deployment
• Three types of Site Licenses:
1. Complete site license
2. Site license for online Pilot Professional
3. Manager’s site license
Contact an Account Manager at
+1-970-203-9332 or
changemanagement@prosci.com

Conclusion
 Have you assessed the current state?
 Have you defined the future state?
 Have you designed the transition state
for the technical side?
 Have you designed the transition state
for the people side?
 Are you lined up to deliver results and
outcomes on Project ECM?
 Could you use research-based,
holistic support and guidance?
Project ECM:
 Are you treating and
managing “institutionalizing
change management” as a
project and as a change?
Technical side
People side
Learn more at: www.prosci.com/ecm

How to Build Organizational Change Capabilities - Prosci Webinar

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