Prosci Webinar: What's next for Change Management

What’sNextforChangeManagement?Susie Pa)erson Director of Research and Development @SusieEPa)erson

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Why research?

For Prac??oners

ApplylessonslearnedfromotherpracAAonerstodrivesuccess

BenchmarkagainstotherorganizaAonsandindustries

Gaincredibility

ExpandpracAcewithnewtopicsandtacAcs

For Prosci

AvoidcommonpiJalls

Relyontheexperienceofothers,notthetheoriesofothers

Answer:“whydosomechangessucceedandothersfail?”

DriveabestpracAces-basedmethodologyandsuiteoftools

ProvideobjecAve,groundedguidance

Contributetothechangemanagementdiscipline

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ü

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ü


Prosci Research Founda?on

9BestPracAcesstudies17years4500parAcipants 0

500

1000

102

1120

1998 2015

ParAcipants


Greatestcontributors Biggestobstacles

Methodology Sponsorship

CommunicaAons Training

1998

Resistancemanagement

ManagerRole Greatestcontributors

Biggestobstacles Methodology Sponsorship


19982000

Resourcesandbudgets Resistancemanagement




199820002003

OrganizaAonalchangecapability Teammembera\ributes

Resourcesandbudgets Resistancemanagement




1998200020032005

Reinforcementandsustainment SaturaAonandporJoliomanagementOrganizaAonalchangecapability

Teammembera\ributes Resourcesandbudgets

Resistancemanagement ManagerRole




19982000200320052007

Measurementandmetrics IntegraAngCMandPM

Readiness TrendsinCM

Reinforcementandsustainment SaturaAonandporJoliomanagementOrganizaAonalchangecapability






199820002003200520072009

JobrolesandlocaAons

AdvicefornewpracAAoners Complexchange

AligningCMwithotherdisciplines Measurementandmetrics

IntegraAngCMandPM Readiness

TrendsinCM Reinforcementandsustainment

SaturaAonandporJoliomanagementOrganizaAonalchangecapability






1998200020032005200720092011

JusAfyingCM JobrolesandlocaAons

AdvicefornewpracAAoners Complexchange

AligningCMwithotherdisciplines Measurementandmetrics









19982000200320052007200920112013

Culture Globalawareness

Complementaryroles ChangeAgentNetworks

VerAcalindustrycustomizaAon JusAfyingCM

JobrolesandlocaAons AdvicefornewpracAAoners

Complexchange AligningCMwithotherdisciplines Measurementandmetrics





Resistancemanagement Managerrole




199820002003200520072009201120132015

Building the body of knowledge on change management Evolu?on of Prosci Research

NewtopicareaMajorfocusMinorfocus

Key


Agenda

2yeartrendsPAST

5yeartrendsFUTURE

ReflecAngonyourorganizaAon

Aligningyourselfwiththetrend

Prosciresourcestosupportyou

>

>

>

Spotlightinnova5ons

ChangeManagementeLearning>

ChangeScorecard>

ChangePorJolioManagement>

2YearTrendsPAST


1 Awarenessofneed

2 Moreresources/posiAons

3 IntegraAonwithPM

4 EstablishmentofCMOs

5 BroaderapplicaAon

6 Useofmethodology/structure

7 Leadershipsupport

8 Demandfortraining

Withinyourorganiza5on

Pasttwoyears


1 Awarenessofneed


3 IntegraAonwithPM


5 BroaderapplicaAon


7 Leadershipsupport

8 Demandfortraining

48%

62% 70%

81%

0%

100%

Poor Fair Good Excellent

14%

32%

52%

71%

0%

100%


15% 42%

76%

94%

0%

100%

Poor Fair Good Excellent 0%

100%


Metorexceededobjec5vesOnscheduleOnbudget

ChangeManagementEffecAveness

Awareness of the need for CM


1 Awarenessofneed

2 Moreresources/posi5ons

3 IntegraAonwithPM


5 BroaderapplicaAon


7 Leadershipsupport

8 Demandfortraining

Director,ChangeManagement

ChangeManagementSpecialist

ChangeAnalyst

ChangeManager

ChangeManagementConsultant

ChangeManagementAnalyst

Manager–OrganizaAonalChangeManagement

H E L L O myJOBis

More CM Resources and Posi?ons


1 Awarenessofneed


3 Integra5onwithPM


5 BroaderapplicaAon


7 Leadershipsupport

8 Demandfortraining

71% 77%

2013 2015

Didintegrate

Didnotintegrate

Excellent

GoodFair

Poor

IntegraAonimpactedCMeffecAveness

IntegraAonofPMandCMontherise

Integra?on with Project Management


1 Awarenessofneed


3 IntegraAonwithPM


5 BroaderapplicaAon


7 Leadershipsupport

8 Demandfortraining

Change Management Office

WheretheCMOwaslocated:

WheretheCMOwouldbemosteffec5ve:

•  PMO•  HR•  Strategy/TransformaAon/Planning•  IT

•  PMO•  Strategy/TransformaAon/Planning•  ExecuAveleadership/C-levelreport•  OD

•  OwnandmaintainCMmethodology•  OwnandmaintainCMtools•  ProvideconsultaAvesupporttoprojectteams•  ProvideCMresourcesonspecificprojects•  MaintainaCMcommunity

Loca?on

Responsibili?es


1 Awarenessofneed


3 IntegraAonwithPM


5 Broaderapplica5on


7 Leadershipsupport

8 Demandfortraining

Broader applica?on included:

q  Involvingalargernumberofemployees

q  BroadeningdefiniAonsofstakeholders

q  Usingperformanceappraisals

q  UsingCMforchangesthatarenotformalprojects

q  GamificaAon

q  UsingCMtofacilitatebusinessengagement

Broader applica?on of change management


1 Awarenessofneed


3 IntegraAonwithPM


5 BroaderapplicaAon


7 Leadershipsupport

8 Demandfortraining

Usedmethodology

Didnotuse

Excellent

GoodFair

Poor

Use of methodology ma)ered

11%

15%

23%

51%

0% 20% 40% 60%

Consultantprovided

Internal

Combo/hybrid

Provider/thought-leader

Methodology used

Use of methodology and structured approach


1 Awarenessofneed


3 IntegraAonwithPM


5 BroaderapplicaAon


7 Leadershipsupport

8 Demandfortraining

Increased leadership support for CM

29%

42%

54%

72%

0%

20%

40%

60%

80%

100%

VeryineffecAve

IneffecAve ModeratelyeffecAve

ExtremelyeffecAve

SponsoreffecAveness

Percen

tofo

bjecAvesm

et/exceede

d

ü  Greatersupportforchangemanagement

ü  Greaterunderstandingofsponsorship


1 Awarenessofneed


3 IntegraAonwithPM


5 BroaderapplicaAon


7 Leadershipsupport

8 Demandfortraining

74% Hada\endedcerAficaAon

86% WouldrecommendcerAficaAon

Value of cer?fica?on: ü  Structuredapproachgained

ü  BuildskillsandcredenAals

ü  Acquirecommonanduniversaltools

ü  Morelikelytoachievedesiredoutcomes

Increased demand for CM training

5YearTrendsFUTURE


1 IntegraAonwithPM

2 ConAnuedmaturaAon

3 Buildingcapability

4 RecogniAonofdiscipline

5 ExecuAveengagement

Inthedisciplineofchangemanagement

Nextfiveyears


http://blog.prosci.com/integrating-change-management-with-project-management

ProjectManagementDesign,DevelopandDeliverSoluAonEffecAvely

ChangeManagementSoluAonisEmbraced,AdoptedandUsedProficiently

People Processes Tools

1 Integra5onwithPM

2 ConAnuedmaturaAon




•  NumberofprojectmanagersdevelopingCMskills

•  RecogniAonofCMroleinprojectsuccess

Increases in:


•  InventoryyourcurrentlevelofCM/PMintegraAon

•  ExpanddimensionsofintegraAon:–  People–  Processes–  Resultsandoutcomes

–  Tools–  Methodology

•  ProvideawarenessandeducaAontoprojectleadersandteams

•  DeliveringProjectResultsworkshop–  ½dayworkshopforprojectmanagersand

projectteams

•  FreewebinarsonintegraAngprojectmanagementandchangemanagement–  www.portal.prosci.com

Aligning with this trend Prosci resources


•  Commitmenttostandardmethodology

•  UseandsophisAcaAonoftools•  Generaluseofchange

managementandconAnuedmaturaAon

1 IntegraAonwithPM

2 Con5nuedmatura5on




Increases in:

APPLICATION

MATURATION


•  Committoastandardchangemanagementapproach

•  Formalizeyourtoolset

•  MonitorandencourageconsistentusagethroughcommunityofpracAce

•  Licensingofmethodologyandtoolset

•  Cloud-basedtoolstosupportyourapplicaAon:–  PracAAonereToolkit–  ADKARDashboard

–  PCTAnalyzer–  BestPracAcesAudit–  www.portal.prosci.com



•  Internalcapabilityandcapacity•  SkillsetsacrosstheorganizaAon•  Changemanagementstructures

Leadership

Structure

Process Project

Skill

Prosci®ECMStrategyMap

1 IntegraAonwithPM

2 ConAnuedmaturaAon




Increases in:


•  Assesscurrentlevelofchangemanagementmaturity

•  IdenAfyareaswithopportunityforthemostgrowth

•  Createastructured/intenAonalplantogrowCMcapability

•  ChangeManagementMaturityModelAudit

•  ECMBootCamp–  Publicworkshop

•  StrategicAlignmentworkshop–  Onsitesession



•  InternaAonalrecogniAonofCM•  CareerpathsandCMjobs•  Changemanagementnetworks

[email protected]

1 IntegraAonwithPM

2 ConAnuedmaturaAon


4 Recogni5onofdiscipline


Increases in:


•  Educateyourself!GetcerAfiedinachangemanagementmethodology

•  ObtainyourCerAfiedChangeManagementProfessional(CCMP™)

•  JoinalocalorglobalchangemanagementorganizaAon

•  ProscichangemanagementcerAficaAon

•  AcceleratorforChangePracAAoners–  Virtualcoachingpost-cerAficaAon

•  AdvancedCerAficaAonTracks–  AdvancedPracAAoner–  AdvancedInstructor–  AdvancedDeploymentLeader



1 IntegraAonwithPM

2 ConAnuedmaturaAon



5 Execu5veengagement

•  AwarenessofneedforCMandsponsorship

•  Developmentofsponsorshipskills

•  Engagementinleadingchange

Increases in:

Mfg Dist IT BU1 BU2


•  Buildawarenessforchangemanagementatseniorlevelsofleadershipasyousupportthem

•  Leverageexternalexpertstoeducateandcoachseniorleaders

•  Usemust-winprojectstoengageandcoachseniorleaders

•  ChangeManagementProjectSupport–  Onsiteandvirtualadvisingonmust-win

projects

–  Coachprojectteamsandsponsorstodriveoutcomes

•  SponsorBriefing–  Halfday–  Expertfacilitated

–  Customizable



BEST PRACTICES IN CHANGE MANAGEMENT – 2016 EDITION

eBEST PRACTICES

Purchaseatwww.prosci.com

Freetwo-weektrialatwww.portal.prosci.com

Prosci Webinar: What's next for Change Management

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