Prosci · Copyright 2016 Prosci. All rights reserved. 22 Prosci Webinar: Building Organizational...
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Prosci Webinar: Building Organizational Agility
© Prosci Inc. All rights reserved.
Prosci Change Management Webinar Building Organizational Agility
Research | Methodology | Training | Advisory Services
www.prosci.com | [email protected]
Prosci ®
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© Prosci Inc. All rights reserved.
Prosci by the #s:9
1780%
4500+30,000+80,000+
Longitudinal studiesYears of researchFortune 100 companiesResearch participantsCertified practitionersCommunity members
Contact Prosci: Telephone: +1-970-203-9332 Email: [email protected]: 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.
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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
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Prosci Webinar: Building Organizational Agility
© Prosci Inc. All rights reserved.
Agenda
1 Our changing world
2 Why agility matters
3 What agility means
4 Attributes of agile organizations
5 How change management fits it
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© Prosci Inc. All rights reserved.
Agenda
1 Our changing world
2 Why agility matters
3 What agility means
4 Attributes of agile organizations
5 How change management fits it
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Prosci Webinar: Building Organizational Agility
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© Prosci Inc. All rights reserved. 6
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Prosci Webinar: Building Organizational Agility
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© Prosci Inc. All rights reserved.
BiggerChange
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Prosci Webinar: Building Organizational Agility
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FasterChange
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More Complex Change
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Prosci Webinar: Building Organizational Agility
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MoreCross
Functional11
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MoreMulti-
Disciplinary
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Prosci Webinar: Building Organizational Agility
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More Information
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More Connected14
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Prosci Webinar: Building Organizational Agility
© Prosci Inc. All rights reserved.
V.U.C.A. World
VolatilityUncertaintyComplexityAmbiguity
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Agenda
1 Our changing world
2 Why agility matters
3 What agility means
4 Attributes of agile organizations
5 How change management fits it
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Prosci Webinar: Building Organizational Agility
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CEOs said that their ability to adapt to change will be a key source of competitive advantagePWC survey of 1150 CEOs
76%
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Executives said organizational agility was critical to business success and growing in importance over timeMcKinsey Quarterly (Sull)
9 of 10
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Respondents said that their organizations were nearing, at or past the point of saturation2015 Prosci study with 1120 change professionals
78%
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Individuals sufferProjects sufferOrganizations suffer
2015 Prosci study with 1120 change professionals
Saturation has consequences
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Prosci Webinar: Building Organizational Agility
© Prosci Inc. All rights reserved.
From the PMI® 2012 Pulse of the Profession™
In-Depth Report: Organizational Agility
GreaterOrgAgility
= Better Performance =
Improved Competitive Advantage
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Agenda
1 Our changing world
2 Why agility matters
3 What agility means
4 Attributes of agile organizations
5 How change management fits it
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Prosci Webinar: Building Organizational Agility
© Prosci Inc. All rights reserved. 23
© Prosci Inc. All rights reserved. 24
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Prosci Webinar: Building Organizational Agility
© Prosci Inc. All rights reserved.
the power of moving quickly and easily; nimbleness
Random House Dictionary
[uh-jil-i-tee]Agility
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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]
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Prosci Webinar: Building Organizational Agility
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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
Agility [uh-jil-i-tee]
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The ability to transform information into insight in response to market movements
The Economist, Organisational agility: How businesscan survive and thrive in turbulent times
Agility [uh-jil-i-tee]
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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
Agility [uh-jil-i-tee]
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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 ExecutionDecember 20, 2010
Agility [uh-jil-i-tee]
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Prosci Webinar: Building Organizational Agility
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An always present ability to manage multiple, complex portfolios of change
Accenture podcast, Special Report: Corporate agility, Working at the speed of opportunity
Agility [uh-jil-i-tee]
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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
Agility [uh-jil-i-tee]
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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
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ResponsivenessToleranceResilienceToughness
AdaptabilityReadiness
PreparednessPlasticity
Agility is a “state of being”
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Agenda
1 Our changing world
2 Why agility matters
3 What agility means
4 Attributes of agile organizations
5 How change management fits it
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Review the literature - Pillars
• PMI• PwC• Accenture• xPlane• Daryl Conner
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Prosci Webinar: Building Organizational Agility
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PMI
Rigo
rous
cha
nge
man
agem
ent
to b
ette
r ad
apt t
o sh
iftin
g m
arke
t co
nditi
ons
Mor
e co
llabo
rati
vean
d ro
bust
ris
k m
anag
emen
t
Incr
ease
d us
e of
st
anda
rdiz
edpr
ojec
t, pr
ogra
m a
nd p
ortf
olio
pr
acti
ces
PMI® 2012 Pulse of the Profession™ In-Depth Report: Organizational Agility
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PwC
Ant
icip
atin
gth
e fu
ture
an
d pl
anni
ng fo
r bus
ines
s op
port
uniti
es.
Focu
sing
on
inno
vati
onw
ithin
the
exis
ting
boun
darie
s of
thei
r bu
sine
sses
.
Man
agin
g ch
ange
th
roug
h pe
ople
.
Inte
grat
ing
new
bus
ines
s ca
pabi
litie
sco
ntin
uous
ly,
rapi
dly,
and
cost
effe
ctiv
ely.
Sim
plif
ying
and
inte
grat
ing
busi
ness
ac
tiviti
es s
o th
ey c
an b
e an
alyz
ed fo
r cos
t and
val
ue.
PricewaterhouseCoopers, How to build an agile foundation for change
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Prosci Webinar: Building Organizational Agility
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AccentureAn
ada
ptiv
eop
erat
ing
mod
el
Impr
oved
resp
onsi
vene
ss
thro
ugh
open
co
llabo
rati
on
Ana
lyti
csto
cre
ate
insi
ght
and
unde
rsta
ndin
g
Lead
ers
as d
rive
rsof
ch
ange
Nim
ble
wor
kfor
ce
rede
ploy
men
tth
roug
h ra
pid
re-s
killi
ng
Stra
tegi
c in
sigh
t int
o hu
man
cap
ital
Flex
ible
tal
ent
man
agem
ent
syst
ems
and
proc
esse
s
An a
dapt
ive
cult
ure
Man
agin
g ch
ange
as
a co
re c
apab
ility
Accenture, Cheese, Silverstone, Smith, Creating an agile organization
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xPlane
Clar
ity
Co-c
reat
ion
Har
mon
y
Tran
spar
ency
Visu
al a
lignm
ent
Insp
iratio
n
Actio
n
Resi
lienc
e
xPlane, DNA of Change: Design Principles for Organizational Transformation
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Prosci Webinar: Building Organizational Agility
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Daryl Conner
Inte
ntio
ns
Role
s
Impl
emen
tatio
n
Cultu
re
Lead
ersh
ip
Port
folio
Resu
lts
Daryl Conner, The Characteristics of Nimble Execution, Dec 20, 2010
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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 capability42
Prosci Agility Attributes
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How do you score on each?
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Prosci ® Agility Attribute AssessmentProsci research identified 10 attributes of a change agile organization. How does your organization stack up?
1 to 5 1 2 3 4 5We anticipate and plan for changes Not us at all
Not really something we do
We're doing thatWe're doing pretty
good at thatWe're nailing that
We are fast at decision making Not us at allNot 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 allNot 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 allNot 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 allNot 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 allNot 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 allNot 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 allNot 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 allNot 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 AssessmentProsci research identified 10 attributes of a change agile organization. How does your organization stack up?
1 to 5 1 2 3 4 5We anticipate and plan for changes 3 Not us at all
Not really something we do
We're doing thatWe're doing pretty
good at thatWe're nailing that
We are fast at decision making 2 Not us at allNot 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 thatWe're doing pretty
good at thatWe're nailing that
We effectively initiate change efforts 4 Not us at allNot 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 thatWe'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 thatWe're doing pretty
good at thatWe're nailing that
We rapidly develop and deploy new capabilities 3 Not us at all
Not really something we do
We're doing thatWe're doing pretty
good at thatWe're nailing that
We encourage cross-organizational collaboration 4 Not us at all
Not really something we do
We're doing thatWe're doing pretty
good at thatWe're nailing that
We have reduced silos 3 Not us at allNot 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 thatWe're doing pretty
good at thatWe're nailing that
Average 3 1 2 4 2 1
© Prosci Inc. All rights reserved.
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
44
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Prosci Webinar: Building Organizational Agility
© Prosci Inc. All rights reserved.
Agenda
1 Our changing world
2 Why agility matters
3 What agility means
4 Attributes of agile organizations
5 How change management fits it
45
© Prosci Inc. All rights reserved.
One of the 10 pillars
We anticipate and plan for changes
We are fast at decision making
We effectively prioritize
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 reduced silos
We have an embedded CM capability
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Prosci Webinar: Building Organizational Agility
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Organizational CM CapabilityDNA/fabric/norm through individual competencies and
integrated CM approaches
Organizational CM CapabilityDNA/fabric/norm through individual competencies and
integrated CM approaches
Change ManagementCatalyzing individual transitions to
deliver organizational results
Change ManagementCatalyzing individual transitions to
deliver organizational results
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Change management:CHānj ‘manijmǝnt
Catalyzingindividual transitions
to deliverorganizational results
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Change Management is about closing the gap
Requirements ResultsOutputs Outcomes
Specifications Sustainment
Installation Realization
Solutions Benefits49
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Gartner BPM SummitDec 12, 2014
Prosci Webinar Feb 11, 2015
Change management is how you capture people-dependent ROI
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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
Change management correlates directly with project success
6xIncrease in likelihood of meeting objectives with excellent change
management
0%
100%
Poor Fair Good Excellent
Met or exceeded objectivesOn scheduleOn budget
Change Management Effectiveness
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Enterprise Change ManagementOrg change capability
CMBuild
IndividualCompetencies
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
GeneralProjectLifecycle
Individual Change Journey
Milestones
OrganizationalChange Mgmt
Activities
Major events
Prosci®ADKAR ®
Model
Prosci®3-PhaseProcess
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Initiate Plan Design Develop Deploy Sustain
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Level 5 OrganizationalCompetency
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 MultipleProjects
Comprehensive approach for managing change is being applied on multiple projects within organization
Level 2 IsolatedProjects
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™
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How do we infuse “being
good at change” into our DNA?
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Change agility takes more than chatter, want to and magic
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“I’d like three orders of change agility from page 145, please.”
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Agility is a journey
Where youare today
Where youwant to get
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Prosci SolutionDelivering organizational results by
catalyzing individual transitions
http://www.prosci.com | http://[email protected]
Build individual change competenciesApply change management on initiativesEmbed organizational change capability
http://[email protected]
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