Hard to love change AIPM Canberra 280715 ss

Change Management for hard to love change

Presented by Catherine Smithson July 2015

Introducing Being Human • Founded in 1993 • Our mission: develop change-capable people and organisations so they achieve the benefits of change.

• Exclusive Prosci Primary Affiliate Australia and New Zealand.

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Prosci by the numbers •  1994 – Founded in Loveland

(Denver) Colorado, USA •  8 global Benchmarking

Reports •  16 years of longitudinal

research •  3,400+ research participants •  63 countries •  80% Fortune 500 companies •  30,000+ Certified practitioners

worldwide •  4,000+ Certified practitioners

Australia/New Zealand

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Agenda

•  Hard to love changes - how to spot them

•  Typical issues you will encounter •  Does regular Change

Management still apply? •  Making the business case to

decision makers •  Top tips for tailoring Change

Management •  Q&A

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Getting back to Normal… it’s a town in Illinois USA.

Easy to love changes

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Performance Performance >

Current state

Transition state

Future state

© Prosci Inc. All rights reserved www.change-management.com

Expected Results and Outcomes

Results and Outcomes Benefit Realisation

Value Creation Return on Investment (ROI)

Delivering on the project promise

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Future


Individuals make their own transitions: They adopt and use the change

The individual is the unit of change


Easy to love changes

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Future

Organisational level Individual level

Prosci ADKAR Model

The five building blocks for individual change

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Awareness: “I understand why…”

Desire: “I have decided to…”

Knowledge: “I know how to…”

Ability: “I am able to…”

Reinforcement: “I will continue to…”


What is a Hard to Love Change?

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The nature of the change and/or the process of

change makes it difficult to build the buy-in needed to

achieve the required business outcomes.

People factors are a major risk to the success of the change.

Examples • Shared Services • Downsizing and

redundancies •  “Like for like” IT system

replacement • Compliance projects • Mandated change • Others?

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What hard to love change looks like

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TT

TT

T T

T


The Swiss Cheese Future State: Adoption and Useage are not what we expected

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“Most locations implemented, but the team in Sydney are still in transition.” “Key users are still struggling, they need more support.” “The new operating model has rolled out but teams are still operating in silos”. “There is a wide variation in the benefits being realised in different parts of the business.” “We need to start Phase 5 to capture all the expected benefits.”

Plus the the solution delivered may not be what was required

“Soft side” drives success on “hard side”

• How much value does a new process deliver if no one follows it?

• How much value does a new technology or system deliver if no one uses it?

• How much benefit is realised if the people drift back to the “old ways”?

With a very large, negative ROI


Applying ADKAR to hard to love changes

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ADKAR Stage

Barrier

Awareness •  No compelling need •  “All’s well in my world” •  Risk of not changing not clear

Desire •  Increased workload, during & after •  Dis-benefits •  Mandated change •  Losses outweigh the gains •  Time frame – speed •  History of failed change •  Disconnect with values

Typical issues we encounter •  Anger •  Cynicism •  Rumours •  Objections •  Disengagement •  Withdrawal •  Passive resistance •  Apathy •  Lack of participation •  No shows at training •  Opting out •  Workarounds •  Others?

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Does regular Change Management still apply?

• Change Management drives the adoption and useage that delivers results, outcomes & benefits

• Change Management mitigates risk

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Change Management increases success rates by a factor of 6

Change Management increases the probability of success

•  "Of the 165 research participants who reported having excellent change management effectiveness, 96% met or exceeded project objectives"

•  "Participants with the highest level of change management effectiveness were 6X more likely to meet or exceed project objectives"

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16%

46%

77%

96%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor(n=244)

Fair(n=653)

Good(n=834)

Excellent(n=165)

Percent of respondents that met

or exceeded project objectives

Overall effectiveness of change management program* Data from 2007, 2009, 2011 and 2013

Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.

Correlation of change management effectiveness to meeting project objectives

2014 Best Practices in Change Management Report. 822 participants in 63 countries. Prosci copyright 2013.

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Change Management drives staying on budget

48%

63%71%

81%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor(n=258)

Fair(n=737)

Good(n=1001)

Excellent(n=180)

Percent of respondents that

were on or under budget



Correlation of change management effectiveness to staying on budget

Per

cent

age

of re

spon

dent

s th

at m

et o

r exc

eede

d

proj

ect o

bjec

tives

Change Management drives staying on schedule

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16%

32%

54%

72%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Poor(n=293)

Fair(n=793)

Good(n=1032)

Excellent(n=181)

Percent of respondents that were

on or ahead of schedule



Correlation of change management effectivenessto staying on schedule

Per

cent

age

of re

spon

dent

s th

at m

et o

r exc

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d

proj

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bjec

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Top 5 tips for applying Change Management to hard to love

change

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1. Start Change Management planning early

• Start early – concept, business case or initiation stage

• Get buy in for applying Change Management

•  Involve key stakeholders in Change Management strategy

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2. Identify the impacted groups • Which teams/roles are most critical for realising the benefits?

• How will their jobs will changing in the future state?

• What are the key ADKAR barriers for these groups?

• How will you use Change Management address each barrier?

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Preferred Senders of Change Messages

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p. 136

3. Start building Awareness & Desire with people leaders

4. Do an awesome job on communicating the WHY • WHY before WHAT and

HOW • Don’t put lipstick on the pig • Don’t invent or inflate weak

WIIFMs •  Tell it like it is – facts and

data • Answer the questions

people are thinking but not asking

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• 

5. Focus people on what they can control

• We can’t influence WHAT is changing •  Done deal •  Government policy or Board

decision •  Time for debate is past •  Resistance is unproductive

• We can control HOW we change and WHERE we end up •  The way we treat people •  What the change experience

is like •  Where we end up

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More info

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Hard to love change AIPM Canberra 280715 ss

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