Prosci Agility Webinar - Slides and Poll Results

© Prosci Inc. All rights reserved.
Prosci Change Management Webinar
Building Organizational Agility
Research | Methodology | Training | Advisory Services
www.prosci.com | +1-970-203-9332
solutions@prosci.com
Prosci ®
1

Prosci by the #s:
9
17
80%
4500+
30,000+
80,000+
Longitudinal studies
Years of research
Fortune 100 companies
Research participants
Certified practitioners
Community members
Contact Prosci:
Telephone: +1-970-203-9332
Email: solutions@prosci.com
Website: www.prosci.com
Tools or downloads referenced in this free webinar are for webinar educational
purposes; reproduction or distribution of these tools in your organization
will require additional steps on your part.
…………………………………….............................................................
Prosci’s Mission Our Principles:
• Research-based
• Holistic
• Easy-to-use
Our Resources:
• Published products and tools
• Web-based tools and applications
• Face-to-face training
• Train-the-Trainer
To help individuals and organizations build
their own change management competencies
through development and delivery of research-
based, holistic, and easy-to-use tools and
methodologies.
Prosci
®
Webinars
• Educational
• Thought provoking
• Insights into new development
• New ideas, phraseology, language, and frameworks
• Give you at least an hour per week to think about
change management
…………………………………….............................................................
2

Agenda
1 Our changing world
2 Why agility matters
3 What agility means
4 Attributes of agile organizations
5 How change management fits it
3

Agenda
4

Bigger
Change
6

Faster
Change 7

More
Complex
Change
8

More
Cross
Functional
9

More
Multi-
Disciplinary
10

More Information
11

More Connected
12

V.U.C.A. World
Volatility
Uncertainty
Complexity
Ambiguity
13

Agenda
15

CEOs said that their ability to
adapt to change will be a key
source of competitive advantage
PWC survey of 1150 CEOs
%
16

Executives said organizational agility
was critical to business success and
growing in importance over time
McKinsey Quarterly (Sull)
9 of 10
17

Respondents said that their
organizations were nearing, at
or past the point of saturation
2015 Prosci study with 1120 change professionals
%
18

Individuals suffer
Projects suffer
Organizations suffer
2015 Prosci study with 1120 change professionals
Saturation has consequences
19

From the PMI®
2012 Pulse of the Profession™
In-Depth Report: Organizational Agility
Greater
Org
Agility
=
Better
Performance
=
Improved
Competitive
Advantage
20

Agenda
22

the power of moving
quickly and easily;
nimbleness
Random House Dictionary
[uh-jil-i-tee]Agility
25

Organizational agility:
The capacity to identify
and capture opportunities
more quickly than rivals do
McKinsey Quarterly, Donald Sull,
Competing through organizational agility
Agility [uh-jil-i-tee]
26

Take advantage of change –
whether planned or
unexpected – without ever
letting it sideline you
PricewaterhouseCoopers,
Achieving operational excellence series,
How to build an agile foundation for change
27

The ability to transform
information into insight
in response to market
movements
The Economist, Organisational agility: How business
can survive and thrive in turbulent times
28

The result of integrating alertness
to changes with a capability to use
resources in responding to such
changes, all in a timely, flexible,
affordable, relevant manner
Hosapple and Li, Understanding Organizational Agility:
A Work-Design Perspective, University of Kentucky
29

Nimble organization: one that has
a sustained ability to quickly and
effectively respond to the demands
of change while continually
delivering high performance.
Daryl Conner, The Characteristics of Nimble Execution
December 20, 2010
30

An always present ability to
manage multiple, complex
portfolios of change
Accenture podcast, Special Report:
Corporate agility, Working at the speed of opportunity
31

The speed and ability of a
business to identify and react
to internal and external events
that could and do occur.
EYGM Limited, Optimizing and balancing
corporate agility for insurers, 2013
32

Synthesis:
Agility
definition
components
1)
Always present ability –
in the fabric of the org
2)
Out-changing
the competition
3)
Anticipating/tuned in to
coming changes
4)
Increasing speed/
quickness at change
5)
Both proactive (planned)
and reactive (unplanned)
6)
Minimal disruption/
not side-lining you
33

Responsiveness
Tolerance
Resilience
Toughness
Adaptability
Readiness
Preparedness
Plasticity
Agility is a
“state of being”
35

Agenda
36

Review the literature - Pillars
• PMI
• PwC
• Accenture
• xPlane
• Daryl Conner
37

PMI
Rigorouschange
managementtobetter
adapttoshiftingmarket
conditions
Morecollaborativeand
robustriskmanagement
Increaseduseof
standardizedproject,
programandportfolio
practices
PMI® 2012 Pulse of the Profession™ In-Depth Report: Organizational Agility
38
Rigorouschange
managementtobetter
adapttoshiftingmarket
conditions

PwC
Anticipatingthefuture
andplanningforbusiness
opportunities.
Focusingoninnovation
withintheexisting
boundariesoftheir
businesses.
Managingchange
throughpeople.
Integratingnewbusiness
capabilitiescontinuously,
rapidly,andcosteffectively.
Simplifyingand
integratingbusiness
activitiessotheycanbe
analyzedforcostandvalue.
PricewaterhouseCoopers, How to build an agile foundation for change
39
Managingchange
throughpeople.

AccentureAnadaptiveoperating
model
Improvedresponsiveness
throughopen
collaboration
Analyticstocreateinsight
andunderstanding
Leadersasdriversof
change
Nimbleworkforce
redeploymentthrough
rapidre-skilling
Strategicinsightinto
humancapital
Flexibletalent
managementsystemsand
processes
Anadaptiveculture
Managingchangeasa
corecapability
Accenture, Cheese, Silverstone, Smith, Creating an agile organization
40
Leadersasdriversof
change
Managingchangeasa
corecapability

xPlane
Clarity
Co-creation
Harmony
Transparency
Visualalignment
Inspiration
Action
Resilience
xPlane, DNA of Change: Design Principles for Organizational Transformation
41

Daryl Conner
Intentions
Roles
Implementation
Culture
Leadership
Portfolio
Results
Daryl Conner, The Characteristics of Nimble Execution, Dec 20, 2010
42

We anticipate and plan for changes
We are fast at decision making
We effectively prioritize and manage our change portfolio
We effectively initiate change efforts
We have enhanced risk management practices
We have human capital strategies supporting agility
We rapidly develop and deploy new capabilities
We encourage cross-organizational collaboration
We have reduced silos
We have an embedded CM capability
43
Prosci Agility Attributes

How do you score on each?
44
Prosci ®
Agility Attribute Assessment
Prosci research identified 10 attributes of a change agile organization. How does your organization stack up?
1 to 5 1 2 3 4 5
We anticipate and plan for changes Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We are fast at decision making Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We effectively prioritize and manage our
change portfolio
Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We effectively initiate change efforts Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We have enhanced risk management
practices
Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We have human capital (talent) strategies
and practices supporting agility
Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We rapidly develop and deploy new
capabilities
Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We encourage cross-organizational
collaboration
Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We have reduced silos Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We have an embedded organizational
change management capability
Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
Average NA 0 0 0 0 0
Prosci ®
Agility Attribute Assessment
Prosci research identified 10 attributes of a change agile organization. How does your organization stack up?
1 to 5 1 2 3 4 5
We anticipate and plan for changes 3 Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We are fast at decision making 2 Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We effectively prioritize and manage our
change portfolio
1 Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We effectively initiate change efforts 4 Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We have enhanced risk management
practices
5 Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We have human capital (talent) strategies
and practices supporting agility
3 Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We rapidly develop and deploy new
capabilities
3 Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We encourage cross-organizational
collaboration
4 Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We have reduced silos 3 Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
We have an embedded organizational
change management capability
2 Not us at all
Not really
something we do
We're doing that
We're doing pretty
good at that
We're nailing that
Average 3 1 2 4 2 1

We anticipate and
plan for changes
We are fast at
decision making
We effectively
prioritize and
manage our
change portfolio
We effectively initiate
change efforts
We have enhanced risk
management practices
We have human capital
(talent) strategies and
practices supporting agility
We rapidly develop and
deploy new capabilities
We encourage cross-
organizational
collaboration
We have reduced
silos
We have an embedded
CM capability
45

24%
8%
8%
26%
17%
15%
10%
22%
17%
4%
25%
15%
16%
37%
45%
26%
36%
45%
50%
26%
19%
38%
17%
20%
20%
20%
29%
17%
14%
25%
26%
37%
47%
12%
17%
36%
23%
14%
14%
38%
6%
2%
13%
4%
1%
4%
2%
2%
6%
7%
0% 25% 50% 75% 100%
46
We effectively prioritize and manage our change portfolio
We effectively initiate change efforts
We have enhanced risk management practices
We have human capital (talent) strategies and practices supporting agility
We rapidly develop and deploy new capabilities
We encourage cross-organizational collaboration
We have an embedded organizational change management capability
Results from Oct 26
webinar attendees
(~200 per question)
Strongly
Disagree
Disagree Neutral Agree
Strongly
Agree
Evaluate your organization on the 10 Prosci Agility Attributes

Agenda
47

One of the 10 pillars
We effectively prioritize and
manage our change portfolio
We effectively initiate
change efforts
We have enhanced risk
management practices
We have human capital (talent)
strategies and practices for agility
We rapidly develop and
deploy new capabilities
We encourage cross-
organizational collaboration
We have an embedded CM capability
48

Organizational CM Capability
DNA/fabric/norm through individual competencies and
integrated CM approaches
Change Management
Catalyzing individual transitions to
deliver organizational results
Change Management
Catalyzing individual transitions to
deliver organizational results
49

Change management:
CHānj ‘manijmǝnt
Catalyzing
individual transitions
to deliver
organizational results
50

Change Management
is about closing the gap
Requirements Results
Outputs Outcomes
Specifications Sustainment
Installation Realization
Solutions Benefits 51

Gartner BPM Summit
Dec 12, 2014
Prosci Webinar
Feb 11, 2015
Change management is how you
capture people-dependent ROI
52

48%
62%
70%
81%
0%
100%
Poor Fair Good Excellent
14%
32%
52%
71%
0%
100%
15%
42%
76%
94%
0%
100%
0%
100%
Change management correlates
directly with project success
6x
Increase in likelihood
of meeting objectives
with excellent change
management
Met or exceeded objectives
On schedule
On budget
Change Management Effectiveness
53

54

Enterprise Change Management
Org change capability
ECM
Build
Individual
Competencies
Integrate into
Changes, Projects
and Programs
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
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Initiate Plan Design Develop Deploy Sustain
55

Level 5
Organizational
Competency
Change management competency is evident at all levels
of the organization and is part of the organization's
intellectual property and competitive edge
Level 4
Organizational
Standards
Organization-wide standards and methods are broadly
deployed for managing and leading change
Level 3
Multiple
Projects
Comprehensive approach for managing change is being
applied on multiple projects within organization
Level 2
Isolated
Projects
Some elements of change management are being applied
in isolated projects
Level 1
Ad hoc or
Absent
Little or no change management applied
Prosci
®
Change Management Maturity Model™
56

How do we
infuse “being
good at change”
into our DNA?
57

Change agility takes more than
chatter, want to and magic
58

“I’d like three orders of change
agility from page 145, please.”
59

Agility is a journey
Where you
are today
Where you
want to get
60

ECM Boot Camp
NOV 17, 2016
Chicago, IL
Tim Creasey,
Prosci
Chief
Innovation
Officer
Add STRUCTURE and INTENT to the organizational
change management capability journey
* ECM Boot Camp fulfill requirements for Prosci Advanced Tracks
Upcoming Opportunities:
Why ECM
Agility
Saturation
Strategic
Imperative
What is your ECM
Building individual
competencies and
embedding change
practices
Your ECM Journey
Current State
Transition State
Future State
Current Transition Future
Technical side
People side

Create a custom solution with Prosci
ECM Bootcamp
Licensing
Advanced
Deployment Leader
Advisory Services
• Content and tools
• Customize
• Integrate
• Standardize
• Scale
• Strategic Alignment Workshop
• Project/Initiative Support
• Community of Practice Support
• Change Portfolio Development
• Advanced certification
• Personal/professional development
• Capability architects
• Innovators/early adopters
• 1-day workshop
• Jumpstart your capability strategy
• Nov 17 – Chicago, IL
• Onsite available: solutions@prosci.com
Options for
individuals and
organizations
62

Agenda Conclusion
63

Prosci Solution
Delivering organizational results by
catalyzing individual transitions
http://www.prosci.com | http://blog.prosci.com
changemanagement@prosci.com
Build individual change competencies
Apply change management on initiatives
Embed organizational change capability
http://www.prosci.com
solutions@prosci.com
64

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