1. Copyright Prosci 2015. All rights reserved.
Prosci Change Management Webinar
Democratization of
Change Management
1
Research | Methodology | Training | Advisory Services
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solutions@prosci.com
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Âź
2. Copyright Prosci 2015. All rights reserved.
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will require additional steps on your part.
âŠâŠâŠâŠâŠâŠâŠâŠâŠâŠâŠâŠâŠâŠ.............................................................
Prosciâs Mission Our Principles:
âą Research-based
âą Holistic
âą Easy-to-use
Our Resources:
âą Published products and tools
âą Web-based tools and applications
âą Face-to-face training
âą 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.
ProsciÂź
Webinars
âą Educational
âą Thought provoking
âą Insights into new development
âą New ideas, phraseology, language, and frameworks
âą Give you at least an hour per week to think about
change management
âŠâŠâŠâŠâŠâŠâŠâŠâŠâŠâŠâŠâŠâŠ.............................................................
2
3. Copyright Prosci 2015. All rights reserved.3
Originally delivered:
NSW Chapter
4 June 2015
ACMP DC
June 12, 2014
9. Copyright Prosci 2015. All rights reserved.
The achievements
of an organization
are the results of
the combined
effort of each
individual.
Vince Lombardi
10. Copyright Prosci 2015. All rights reserved.
M T W R F
An email on Monday
for training on Tuesday
for âgo liveâ on Wednesday
is NOT the way to prepare
and equip individuals to
successfully change
11. Copyright Prosci 2015. 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
Ultimately requires individuals to move
from their own current to their own future
An organizational move from the current to the future
12. Copyright Prosci 2015. All rights reserved.
If we do not support and equip
individual transitions,
then our future state looks nothing
like the future state we expected
F F
F F F
F
F
F
F
F
F
F
F
F F F
F F F F
F F
F F F
F F F F
F
F
F
F
F
F
F
F
13. Copyright Prosci 2015. All rights reserved.
= lower ROI
= less benefit realization
= unachieved improvement
= not what we expected/hoped for
F F
F F F
F
F
F
F
F
F
F
F
F F F
F F F F
F F
F F F
F F F F
F
F
F
F
F
F
F
F
instead of
14. Copyright Prosci 2015. All rights reserved.
Employee adoption and usage
of change has a
direct and concrete impact
on achieving expected
results and outcomes
15. Copyright Prosci 2015. All rights reserved.
Change management is
Applying structure, intent and rigor â
not leaving successful change to chance
Meeting the needs of impacted
employees in times of change
The solution to the reality of how change
actually happens â one person at a time
How we support individual transitions to
capture people-dependent project value
16. Copyright Prosci 2015. All rights reserved.
Change management:
CHÄnj âmanijmÇnt
Catalyzing
individual transitions
to deliver
organizational results
17. Copyright Prosci 2015. All rights reserved.
Pre-1990
1990s
2000s
?
Coming
up
Eras of change management
changing landscape
research trends
innovators/early adopters
democratization
18. Copyright Prosci 2015. All rights reserved.
Richard
Beckhard
(1969)
Pre-1990 1990s 2000s Coming up
Arnold
Van Gennep
(1909)
Kurt
Lewin
(1951)
William
Bridges
(1979)
Foundations:
Understanding human
systems and how we
experience change
19. Copyright Prosci 2015. All rights reserved.
Change Acceleration Process (CAP)
Pre-1990 1990s 2000s Coming up
On the radar:
Change management
enters the business
vernacular
Daryl
Conner
(1992)
Todd
Jick
(1993)
Jeanenne
LaMarsh
(1995)
John
Kotter
(1996)
Spencer
Johnson, M.D.
(1998)
20. Copyright Prosci 2015. All rights reserved.
Pre-1990 1990s 2000s Coming up
Formalization:
Evolution of structure
and rigor in
change management
Processes and tools
formalization of
Organizational functions
Positions and job roles
21. Copyright Prosci 2015. All rights reserved.
Pre-1990 1990s 2000s Coming up
Prosci Change Management Methodology
Formalization:
Processes and tools
Positions and job roles
Organizational functions
34%
55% 58% 60%
72%
79%
'03 '05 '07 '09 '11 '13
22. Copyright Prosci 2015. All rights reserved.
Pre-1990 1990s 2000s Coming up
Positions and job roles:
formalization of
Director, Change Management
Change Management Specialist
Change Analyst
Change Manager
Change Management Consultant
Change Management Analyst
Manager â Organizational Change Management
H E L L O
my JOB is
Formalization:
Processes and tools
Positions and job roles
Organizational functions
23. Copyright Prosci 2015. All rights reserved.
Pre-1990 1990s 2000s Coming up
2011 2013
43% 52%
< 1 year 1 to 3 years 3 to 6 years > 6 years
20% 37% 25% 17%
Organization has CM job roles
24,582 results
Formalization:
Processes and tools
Positions and job roles
Organizational functions
24. Copyright Prosci 2015. All rights reserved.
Pre-1990 1990s 2000s Coming up
ïïïïïï ïïïïïï21%
PMO
18%
HR
14%
IT
10%
Corp,
Shared Services
ïïï ïïï ïïï ïïï10%
OD
9%
Strategy,
Transformation,
Planning
6%
Operations,
Within Bus
3%
Exec,
C-Level
report
ïï ïï2011
36%
2013
38%
Organization has CMO
(dedicated functional group)
Formalization:
Processes and tools
Positions and job roles
Organizational functions
25. Copyright Prosci 2015. All rights reserved.
Internal Trends:
Next two years
External Trends:
Next five years
Pre-1990 1990s 2000s Coming up
1. Maturation of the practices
2. Internal capability building
3. Expansion as profession
4. Acceptance
5. Integration with PM
6. Greater application
1. Awareness of need
2. Broader application
3. Leadership support
4. More CMOs
5. Increased use of methodology
6. Emphasis on plans
7. Focus on individual
8. Need to manage portfolio
9. Engagement with PM
26. Copyright Prosci 2015. All rights reserved.
Increased
application
Maturation of the
practice and profession
Increased internal
capabilities
+
+
Pre-1990 1990s 2000s Coming up
Democratization
of CM
27. Copyright Prosci 2015. All rights reserved.
Democratization of CM
ÎŽÎ·ÎŒÎżÎșÏαÏία (dÄmokratĂa)
rule of the people
28. Copyright Prosci 2015. All rights reserved.
Democratization of CM
ÎŽÎ·ÎŒÎżÎșÏαÏία (dÄmokratĂa)
rule of the people
Democratization of
change management
taking change management
to the people
29. Copyright Prosci 2015. All rights reserved.
What exactly are we
âtaking to the peopleâ when we
democratize change management?
Catalyzing
individual transitions
to deliver
organizational results
30. Copyright Prosci 2015. All rights reserved.
Priority is
a function
of context.
Stephen R. Covey
31. Copyright Prosci 2015. All rights reserved.
We are democratizing the ability to
capture people-dependent results
Requirements Results
Outputs Outcomes
Specifications Sustainment
Installation Realization
Solutions Benefits
32. Copyright Prosci 2015. All rights reserved.
Gartner BPM Summit
Dec 12, 2014
Prosci Webinar
Feb 11, 2015
We are democratizing:
Capturing people-dependent ROI
33. Copyright Prosci 2015. All rights reserved.
We are democratizing:
Mitigating mission critical risk
34. Copyright Prosci 2015. All rights reserved.
16%
46%
77%
96%
0%
100%
Poor Fair Good Excellent
Change Management Effectiveness
Percent who met or
exceeded objectives
We are democratizing:
Increasing likelihood of success
6x
35. Copyright Prosci 2015. All rights reserved.
If we can support and enable
each impacted employee through
their own individual transitions,
we create successful change:
At the individual level
At the project level
At the program level
At the organizational level
36. Copyright Prosci 2015. All rights reserved.
What we ARE
democratizing:
What we ARE NOT
democratizing:
Catalyzing
individual transitions
to deliver
organizational results
Coercing change
Manipulating employees
Forcing change
Managing the unmanageable
Stakeholder Analyses
Risk Assessments
Communication Plans
Training Plans
44. Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW
âIâd like three orders of
change agility from
page 145, please.â
45. Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW
CM
Build
Individual
Competencies
Integrate into
Changes, Projects
and Programs
Initiate Plan Design Develop Deploy
Initiate Plan Design Develop Deploy
âGo LiveâKick 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
ProsciÂź
ADKARÂź
Model
ProsciÂź
3-Phase
Process
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
46. Copyright Prosci 2015. All rights reserved.
Design solutions
with adoption
and usage in mind
Democratization of CM HOW
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Internalize ABC
of sponsors
Internalize CLARC
role in change
Expect and
Thrive in Change
47. Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Hiring
On-boarding
Training
Coaching
Objectives
Competency
Models
Development
Plans
Performance
Reviews
48. Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW
Project/Program Work Stream (technical side)
Change Management Work Stream (people side)
Change Management becomes an
expected and embedded work stream on all projects
Initiate Plan Design Develop Deploy Sustain
49. Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW
Initiate Plan Design Develop Deploy Sustain
Requirement at initiation
Inventory impacted groups
Define their changes
Integrate CM into
project gates
Integrate CM into
standard reviews
Measure success at
benefit realization,
project execution,
AND individual
transition levels
Align âpeople sideâ
and technical side
activities
Create customized
and scaled strategy
Resource CM
50. Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW
Project
Health
Change
Scorecard
Best Practice
Alignment
CMROI
Calculation
ADKAR
Progress
Adoption
contribution
Installation
contribution
100%
50%
36%
3-Phase
Process
Phase 1:
Preparing for Change
Phase 2:
Managing Change
Phase 3:
Reinforcing Change
Initiate Plan Design Develop Deploy Sustain
51. Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW
Project
Health
Change
Scorecard
Best Practice
Alignment
CMROI
Calculation
ADKAR
Progress
Adoption
contribution
Installation
contribution
100%
50%
36%
3-Phase
Process
Phase 1:
Preparing for Change
Phase 2:
Managing Change
Phase 3:
Reinforcing Change
Initiate Plan Design Develop Deploy Sustain
x10s of transformations
x100s of initiatives
x100s of programs
x1000s of projects
52. Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW
Making great change management
the expectation,
not the exception,
in your organization.
CM
Build
Individual
Competencies
Integrate into
Changes, Projects
and Programs
53. Copyright Prosci 2015. All rights reserved.
Democratization of CM
What does it
mean to YOU?
54. Copyright Prosci 2015. All rights reserved.
Subject Matter Expert
Maven
Enabler
Democratization
Architect
Equipper
Coach
Democratization of CM YOU?
55. Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
You are the conductor
56. Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
You are the coach
57. Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
You help put the pieces together
58. Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
You create the guardrails
59. Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
Change agility takes more than
chatter, want to and magic
60. Copyright Prosci 2015. All rights reserved.
Enterprise Change Capability
âStructure and Intentâ
Change Management
Democratization of CM YOU?
61. Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
The pendulum will
swing on your role
62. Copyright Prosci 2015. All rights reserved.
Pre-1990
1990s
2000s
?
Coming
up
Eras of change management
Democratization
of CM
63. Copyright Prosci 2015. All rights reserved.
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
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