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Prosci Best Practices in Change Management, 2016 Edition
Trends in Change Management
®
1
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Prosci Research Foundation
9 studies
17 years
4500 participants
What works? What doesn’t?
What to do differently?
0
500
1000
102
1120
1998 2015
Participants
2
®
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Culture 2015 Global awareness
Complementary roles Change Agent Networks
Ver<cal industry customiza<on Jus<fying CM 2013
Job roles and loca<ons 2011 Advice for new prac<<oners
Complex change Aligning CM with other disciplines Measurement and metrics 2009
Integra<ng CM and PM Readiness
Trends in CM Reinforcement and sustainment 2007
Satura<on and porNolio management Organiza<onal change capability 2005
Team member aPributes Resources and budgets 2003
Resistance management 2000 Manager Role
Greatest contributors 1998 Biggest obstacles
Methodology Sponsorship
Communica<ons Training
1998 2000 2003 2005 2007 2009 2011 2013 2015
Building the body of knowledge on change management Evolution of Prosci Research
New topic area Major focus Minor focus
Key
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THE LARGEST BODY OF RESEARCH IN THE FIELD OF CHANGE MANAGEMENT
TRY A TWO-WEEK FREE TRIAL OF eBEST PRACTICES
Prosci’s comprehensive research allows you to align your change management efforts with industry best practices, optimizing your approach to achieve results. Leverage lessons learned from thousands of change and project leaders.
Access best practices and benchmark data from anywhere through the Prosci eBest Practices. Continually updated, this app contains all of Prosci’s most current and relevant research. Browse all topics to sharpen your change management skills or use the Prosci eBest Practices to find answers to your current questions.
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What to expect in Prosci’s new 2016
benchmarking report:
New Structure – Organization – Intro pages
New Topics – Culture – Industry – Change Agent
Networks …much more…
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Organization:
Part Two: Change Management Application
Chapter 4: Motivation and Justification
Motivation Drivers that caused change management to be applied on the project
Par
t
Cha
pter
Sec
tion
Find
ing
6
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Report Parts: PART ONE: Current State of Change Management
PART TWO: Change Management Application
PART THREE: Roles in Change Management
PART FOUR: Adapting and Aligning Change Management
7
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Top
5-year Trends
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Trends: 5-year Discipline
9
1 Integration with PM
2 Continued maturation
3 Internal capabilities/ core competency
4 Recognized/accepted as a discipline
5 Executive engagement
6 General awareness of need and value
What are the top three trends, in the discipline of change management, that
you see developing over the next five years?
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Trends: 5-year Discipline
10
1 Integration with PM
2 Continued maturation
3 Internal capabilities/ core competency
4 Recognized/accepted as a discipline
5 Executive engagement
6 General awareness of need and value
Nov 2015: Contributed chapter to leading PM text book
Prosci Unified Value Proposition
http://blog.prosci.com/integrating-change-management-with-project-management
© Prosci Inc. All rights reserved.
© Prosci Inc. All rights reserved.
Trends: 5-year Discipline
12
1 Integration with PM
2 Continued maturation
3 Internal capabilities/ core competency
4 Recognized/accepted as a discipline
5 Executive engagement
6 General awareness of need and value
1. Increased use of a structured methodology
2. Increased use of tools
3. Increase in the general use of CM
© Prosci Inc. All rights reserved.
© Prosci Inc. All rights reserved.
Trends: 5-year Discipline
14
1 Integration with PM
2 Continued maturation
3 Internal capabilities/ core competency
4 Recognized/accepted as a discipline
5 Executive engagement
6 General awareness of need and value
Agility Capacity Internal teams Internal roles Internal skillset Integration CMOs
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© Prosci Inc. All rights reserved.
Trends: 5-year Discipline
16
1 Integration with PM
2 Continued maturation
3 Internal capabilities/ core competency
4 Recognized/accepted as a discipline
5 Executive engagement
6 General awareness of need and value
International scale Career paths
Networks
Step 1
Prosci Advanced Certification Tracks
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Trends: 5-year Discipline
17
1 Integration with PM
2 Continued maturation
3 Internal capabilities/ core competency
4 Recognized/accepted as a discipline
5 Executive engagement
6 General awareness of need and value
Awareness Development Engagement
Those who cannot effectively lead change
efforts and actively sponsor change need not apply.
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Trends: 5-year Discipline
18
1 Integration with PM
2 Continued maturation
3 Internal capabilities/ core competency
4 Recognized/accepted as a discipline
5 Executive engagement
6 General awareness of need and value
Nice to have Must have ü
û
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Top
2-year Trends
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Trends: 2-year Internal
20
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
Within your organization what
three trends in change management have you seen over the last two years?
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Trends: 2-year Internal
21
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
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 0%
100%
Poor Fair Good Excellent
Met or exceeded objectives On schedule On budget
Change Management Effectiveness
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© Prosci Inc. All rights reserved.
Trends: 2-year Internal
23
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
H E L L O my JOB is
Change Manager Change Lead
Manager PMO, who expands project delivery into Business Transformation
Delivery including a CMO Head of Sustainable Change
Change Management Consultant Change Management Specialist
Principal Advisor - Change and Innovation Change Management Lead
Organisational Change Manager Project Manager, Information Systems
General Manager Organisation Change Business Transformation & Enablement
Manager
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© Prosci Inc. All rights reserved.
Trends: 2-year Internal
25
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
71% 77%
2013 2015
Did integrate
Did not integrate
Excellent
Good Fair
Poor Integration impacted CM effectiveness
Integration of PM and CM on the rise
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Trends: 2-year Internal
26
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
When creating a CMO, answer the following questions:
Where should it live?
What should it do?
How should it look?
*Prosci ECM Suite https://www.prosci.com/enterprise-solutions/enterprise-change-management-capability
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Trends: 2-year Internal
27
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
Broader application included:
q Involving a larger number of employees
q Broadening definitions of stakeholders
q Using performance appraisals
q Using CM for changes that are not formal projects
q Gamify-ing
q Using CM to facilitate business engagement
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Trends: 2-year Internal
28
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
Used methodology
Did not use
Excellent
Good Fair
Poor Use of methodology mattered
11%
15%
23%
51%
0% 20% 40% 60%
Consultant provided
Internal
Combo/hybrid
Provider/thought-leader
Methodology used
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Trends: 2-year Internal
29
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
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Trends: 2-year Internal
30
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
74% Had attended certification
86% Would recommend certification
Value of certification Structured approach gained
Build skills and credentials
Acquire common and universal tools
More likely to achieve desired outcomes
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Trends Conclusion
31
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
1 Integration with PM
2 Continued maturation
3 Internal capabilities/ core competency
4 Recognized/accepted as a discipline
5 Executive engagement
6 General awareness of need and value
5-year
2-year
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Prosci Best Practices in Change Management, 2016 Edition
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