building enterprise change capability with project ecm
TRANSCRIPT
© Prosci. All Rights Reserved. 3
Quick reminder on why:
Enterprise Change Management Capability:
is an essential enabler of agilityreduces saturation and its costs
supports strategy execution
creates competitive advantage
multiplies the benefits of CM
© Prosci. All Rights Reserved. 4
37%
45%
52%
57%
Level 1
Level 2
Level 3
Level 4
Level 5
Organizations with higher changemanagement maturity have higher project success rates.
Project success rate by maturity level:
Source: Prosci Best Practices in Change Management, 2018 edition
73%
© Prosci. All Rights Reserved. 6
Developing Role-Based Change Competency in an ECM Framework
Building Change Management Capability is a Journey
Where youare today
Where youwant to get
How are we goingto get there
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Developing Role-Based Change Competency in an ECM Framework
ECMBuild
IndividualCompetencies
Integrate into Changes, Projects
and Programs
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
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
GeneralProject
Lifecycle
Individual Change Journey
Milestones
OrganizationalChange Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-PhaseProcess
Initiate Plan Design Develop Deploy Sustain
© Prosci. All Rights Reserved. 8
Developing Role-Based Change Competency in an ECM Framework
Project Applications
Change Sponsors
Change Practitioner
CM Trainers
Project Managers
Project Teams
People Managers
Individual Contributors
Project Applications
Change Sponsors
Change Practitioner
CM Trainers
Project Managers
Project Teams
People Managers
Individual Contributors
Project Applications
Change Sponsors
Change Practitioner
CM Trainers
Project Managers
Project Teams
People Managers
Individual Contributors
Enterprise Deployment
Executive Sponsor
Steering Committee
Core Team
Deployment Leader
Change Champions
CM Trainers
Project Applications
Senior Leaders
Change Practitioner
Project Managers/Teams
People Managers
Front Line Employees
© Prosci. All Rights Reserved. 9
Developing Role-Based Change Competency in an ECM Framework
Leadership
Structure
Process Project
Skill
Prosci® ECM Strategy Map
Processe.g. Project launch, Performance management, Improvement
Leadershipe.g. Sponsor, Steering committee, Change mgmt reviews
Skille.g. Who needs to know what? Training, Coaching, Tools
Structuree.g. Organizational footprint, CMO, networks, job roles
Projecte.g. Pilots, Tiers, Departments, Regions, Triggers
© Prosci. All Rights Reserved. 10
Developing Role-Based Change Competency in an ECM Framework
5.0 4.9 4.94.7 4.8
3.2
2.4 2.42.1 2.22.1
1.9
1.11.3
1.7
0
1
2
3
4
5
Leadership Application Competencies Standardization Socialization
Level 5
Level 4
Level 3
Level 2
Level 1
Year 3 goal (May 2020)
Year 1 goal (May 2018)
Current (May 2017)
Prosci Change Management Maturity Model
© Prosci. All Rights Reserved. 11
Takeaways:
1. Building role-based individual change competencies is an essential aspect of growing an enterprise change capability
2. But it’s not the only thing (need for a holistic approach)
3. Building enterprise change capability is a journey and must be managed as a project and a change
© Prosci. All Rights Reserved. 13
Developing Role-Based Change Competency in an ECM Framework
Key Change Enabling Roles
Senior Leaders
Change Practitioners
Project Teams
People Managers
Front Line Employees
Responsibilities During Change
Effectively sponsor change (ABCs)
Apply structure and empower others
Design and develop for adoption and usage
Effectively support direct reports in change (CLARC)
Engage, adopt and use change (lean forward)
© Prosci. All Rights Reserved. 14
Senior Leaders
In all 10 of Prosci’s studies, active and visible executive sponsorship
was the #1 contributor to success
29% 42% 54% 72%
Sponsorship correlates with projects successPercent of projects that met or exceeded objectives based on sponsor effectiveness
Veryineffectivesponsors
Ineffectivesponsors
Moderatelyeffectivesponsors
Extremelyeffectivesponsors
201720152013201120092007
2005200320001998
Source: Prosci Best Practices in Change Management, 2018 edition
© Prosci. All Rights Reserved. 15
Senior Leaders
It’s not just signing checks and charters
Actively and visiblyparticipate
throughout the project
Build a coalitionof sponsorship withpeers and managers
Communicatedirectly with employees
Source: Prosci Best Practices in Change Management, 2016 edition
© Prosci. All Rights Reserved. 16
Senior Leaders
Active and visibleparticipation
Build a coalitionof support
Communicate directlywith employees
ExtremelyIneffective
8% 16% 28% 31% 16%0% 20% 40% 60% 80% 100%
Ineffective SomewhatEffective Effective Extremely
Effective
8% 22% 31% 26% 13%
0% 20% 40% 60% 80% 100%
8% 21% 29% 25% 12%0% 20% 40% 60% 80% 100%
None Slightunderstanding
Someunderstanding
Adequateunderstanding
Completeunderstanding
7% 18% 25% 31% 19%
0% 20% 40% 60% 80% 100%
50%less than adequate understanding of their sponsor role
Source: Prosci Best Practices in Change Management, 2018 edition
© Prosci. All Rights Reserved. 17
Senior Leaders LEARNING OBJECTIVES
• Understand how effective CM improves organizational results
• Clarify the role of senior leaders as sponsors in times of change
• Evaluate their current change portfolio to identify project and people-side risk
• Assess their own level of competency in sponsoring and leading changes
• Learn how to position themselves and their projects for strategic success
• Learn immediately applicable tactics for becoming more active and visible
• Explore best practices research on the connection between sponsorship, the people side of change and results
• Understand how to ensure adequate resourcing for change management at the initiative and project level
• Gain an appreciation for their role as a sponsor from a senior Prosci facilitator with executive experience to reinforce learning in a peer-to-peer context
Position yourself for sponsorship success
Position your projects for strategic success
Position your organizations for change success
1
2
3
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Project Teams
Project ManagementDesign, Develop and Deliver Solution Effectively
Change ManagementSolution is Embraced, Adopted and Used Proficiently
People Processes Tools
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Project Teams LEARNING OBJECTIVES
• Connect employee adoption to their own project’s results and outcomes and identify impacted employee groups
• Understand how change management drives better adoption and usage
• Create a common framework for engaging with change management practitioners
• Map change management work to their project’s life cycle using the Prosci Change Management Blueprint
• Learn to identify when their project needs change management
• Defining change management within the context of a project
Intent
Objectives
Scope
Work Streams
Milestones
Deliverables
Timelines
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People ManagersEach of the CLARC Roles Drives
Individual Change Through ADKARA D K A R
Answer why, why now,
what if, my impact
Results and feedback
Demonstrate commitment
Identify and address root
causes
Celebrate and sustain
Support “know how”
Support execution
Communicator
Liaison
Advocate
Resistance Manager
Coach
© Prosci. All Rights Reserved. 21
People Managers
Largest gap(skill, competency or tool)
1. Communication skills
2. Lack of CM training
3. Time management and saturation
4. Understanding the role of a manager during change
5. Buy-in for change
19%
Are people managers adequately prepared
for their role in change?
43%
Strongly disagree
DisagreeSource: Prosci Best Practices in Change Management, 2018 edition
© Prosci. All Rights Reserved. 22
People Managers LEARNING OBJECTIVES
• Gain an appreciation for the impact of CM on organizational results
• Understand foundational aspects of change management and the critical role managers play in the change process
• Learn a practical framework for processing the many changes that impact them
• Understand how to apply the Prosci ADKAR® Model to facilitate individual change and identify reasons for employee resistance
• Assess a current change impacting their team and practice using tools available to them in the Change Management Guide for Managers toolkit
• Create action plans to move employees past barrier points and to the desired future state
Preparing Yourself For Change
Leading Employees Through Change
Understanding changes underway and your roleAdapting to change that is happening to youDeveloping competencies for managing change
Introducing change to your employeesManaging employees through transitionReinforcing and celebrating successes
© Prosci. All Rights Reserved. 23
Front Line Employees LEARNING OBJECTIVES
• Evaluate a current change in their jobs to understand and internalize learning
• Learn how to use the Prosci ADKAR Model to identify their points of resistance
• Create proactive strategies for overcoming their own resistance
• Become confident and empowered in the change process rather than victimized by it
• Discover how to communicate about a change in a way that is productive and proactive
Step 1Understand theChange Process
Step 2Take Control
of Change
Step 3Engage
Now
© Prosci. All Rights Reserved. 24
Takeaways:
1. The research informs us about how each role uniquely contributes to adoption, usage and change results and outcomes
2. Enterprise change capability requires competencies in both the change roles (change practitioners, project teams) and the business roles (senior leaders, people managers, front line employees)
© Prosci. All Rights Reserved. 27
Percent who received change management training
SeniorLeaders 31%
ChangePractitioners 72%
ProjectTeams 44%
PeopleManagers 37%
Front Line Employees 15%
Source: Prosci Best Practices in Change Management, 2018 edition
© Prosci. All Rights Reserved. 28
Types of training
Formal classroom
training
Informal information
sharing or coaching
Self-pacedtraining
materials
Web-based/CBT/
eLearning
© Prosci. All Rights Reserved. 29
Types of trainingFormal Classroom
TrainingInformal info
sharing or coachingSelf-paced
training materialsWeb-based/CBT/
eLearning Other
SeniorLeaders 46% 66% 10% 3% 8%
ChangePractitioners 69% 60% 21% 15% 4%
ProjectTeams 49% 71% 12% 8% 6%
PeopleManagers 61% 61% 14% 11% 6%
Front Line Employees 65% 52% 25% 24% 9%
Source: Prosci Best Practices in Change Management, 2016 edition
© Prosci. All Rights Reserved. 30
Length of training Actual days of training delivered
Recommendeddays
SeniorLeaders 1.22 2.13
ChangePractitioners 3.73 5.06
ProjectTeams 2.41 3.44
PeopleManagers 2.04 2.95
Front Line Employees 1.70 2.52
How much more is
needed?
+75%
+36%
+43%
+45%
+48%Source: Prosci Best Practices in Change Management, 2016 edition
© Prosci. All Rights Reserved. 31
Research: Do differently next time
Increase training for additional groups (org roles)
Deliver training differently (interactive, adult learning, technology, eLearning)
Tailor content to individuals (around a change)
Plan for earliertraining
2
4
1
3
Source: Prosci Best Practices in Change Management, 2016 edition
© Prosci. All Rights Reserved. 32
Developing Role-Based Change Competency in an ECM Framework
Principles of Adult Learning
• Adult learners are:– autonomous and self-directed
– goal oriented
– relevancy oriented
– practical and expect respect
• Adults have accumulated a foundation of life experiences
Adult Learning Theory
• Adult learners need:– realistic goals and objectives
that and important to them
– direct/concrete experiences
– to receive feedback
– to participate in small group activities
• Adult learning has ego involved
Adult Learning
© Prosci. All Rights Reserved. 33
Developing Role-Based Change Competency in an ECM Framework
Building competency as a change (ADKAR)
Reinforcement® to sustain the change
Ability to implement required skills and behaviors
Knowledge on how to change
Desire to participate and support the change
Awareness of the need for change
Ability to apply change management
Knowledge on how to apply change management
Desire to participate and support change management
Awareness of the need for change management
Reinforcement® to sustain change management
ADKAR for the change of “change management”
© Prosci. All Rights Reserved. 34
Building competency as a change (ADKAR) Why do I need to build my change competency?Why do I need to build my competency now? What happens if I don’t build my change competency?
A
D
K
A
R
What are my personal motivators for building change competency?What are the organizational motivators for building change competency?What’s in it for me (WIIFM) to build my change competency?
What do I need to know while building change competency?What do I need to know to leverage my change competency?How will I build my change competency knowledge?
What mechanisms are in place for me to keep up my new competency?How will I measure my change competency? What will I do to sustain my change competency?
How large is my Knowledge-Ability gap for my change competency?Are there any barriers inhibiting my change competency?Will I be able to practice and where can I get coaching?
© Prosci. All Rights Reserved. 35
Developing Role-Based Change Competency in an ECM Framework
Waved training
deployment
Nested in change
initiatives
Three deployment approaches:
Attached to existing
programs
© Prosci. All Rights Reserved. 36
Waved training deployment
Key Change Enabling Roles
Senior Leadership
Change Practitioners
Project Teams
Middle Managers
Front Line Employees
Training Deployment Waves
40
15
15
100
1000
60
25
80
460
5200
Wave 1 Wave 2 Wave 3
20
10
40
200
2000
25
160
2200
© Prosci. All Rights Reserved. 37
Nested in change initiatives
Nested Change
Management Training Project
3
Project
4
Project
1
Project
2
© Prosci. All Rights Reserved. 38
“Leading change” in new leadership blueprint
competency model
New leadership framework with
“leading change” as 1 of 12 competencies
“Change” identified as critical competency across 3 leadership levels in new model
Attached to existing programs aim at building change leadership competencies
Change management for managers embedded
into existing yearly leadership program
© Prosci. All Rights Reserved. 39
Waved training deployment
Nested in change initiatives
Attached to existing programs
Three deployment approaches:
Advantages:
Challenges:
Advantages:
Challenges:
Advantages:
Challenges:
© Prosci. All Rights Reserved. 40
Takeaways:
1. What the research says on CM training
2. Adult learning principles and theory matter
3. Building competency is a change (ADKAR)
4. There are multiple approaches to building individual change competencies throughoutthe enterprise (waved, nested, attached)
© Prosci. All Rights Reserved. 41
Developing Role-Based Change Competencies
In an ECM Framework
1. What the research says on CM training
2. Adult learning principles and theory matter
3. Building competency is a change (ADKAR)
4. There are multiple approaches to building individual change competencies throughoutthe enterprise (waved, nested, attached)
1. Each role uniquely contributes to adoption, usage and change results and outcomes
2. The research informs each of the roles
3. We need competencies in both the change roles (change practitioners, project teams) and the business roles (senior leaders, people managers, front line employees)
1. Building an enterprise change capability is critical to future success
2. Individual competency building is an essential aspect
3. But it is not the only aspect in a holistic approach
4. Building change capability is a journey
Summary and Conclusion
cmc PARTNERSHIP
Why Prosci® Change Management training?
Whether you are new or experienced in the field of Change Management, Prosci will provide you with a structured approach to effectively manage the people side of change.
What makes the Prosci Change Management approach unique?
► A holistic approach that integrates both the individual and
► ►
►
organisational aspects of change A clear framework, effective for any type or size of change
Practical, easy-to-use eToolkit for practitioners with tools, templates, assessments and checklists Contextualised training; assessing and building change management plan for real projects
* Prosci's research has shown that projects
with excellent change management are:
6x more likely tomeet or exceed their objectives
5x more likely to beon schedule
2x more likely to be under budget
* Prosci® Best Practice Research 2018
The ADKAR Model is a framework for understanding change at an individual level.
The Model addresses each of the ADKAR factors: Awareness, Desire Knowledge, Ability and Reinforcement so that we can successfully employ it to facilitate individual change.
Contact us
www.cmcpartnership.com
Why CMC and Prose[?
Why CMC, to help build your Change Management capability?
Owned and managed by Change Practitioners, CMC is licensed to deliver Prosci Change Management Training worldwide. Our courses are delivered by highly qualified instructors who also have practical experience in change, programme and project delivery.
,,-
- � CMC's Prosci Certification training has been approved by ,J the Association of Change Management Professionals®
�·
CMC offers a wide range of change management training, advisory and support to suit you and your organisations needs:
► Prosci Change Management Practitioner Certification course forchange professionals
► Workshops for sponsors, managers, project teams and employees
► Advanced training for change professionals, including EnterpriseChange Management Boot Camp, Experienced Practitioner,Train-the-Trainer and other applied learning support
► A range of complementary workshops designed to support andprogress your change projects
► Advisory support, coaching and flexible access to changemanagement expertise
Locations
►
►
CMC is the sole provider of public training across the UK& Ireland, Italy and Singapore Private courses can be facilitated on a client site or at a venue of choice, anywhere in the world
"It's been 3 days of light bulb moments!"
Rachel Vipond
Portfolio Manager, lshoni
The Prosci Change Management
Methodology
• Draws upon continual field research with more than 4.500participants worldwide
• The most widely used change management methodology inthe world
• Based on Prosci's 3-Phase Change Management Process as aleading framework for managing the people side of change:- Phase 1: Preparing for change
- Phase 2: Managing change
- Phase 3: Reinforcing change
• ••· ·•·• •••• cmc
Copyright CMC Partnership ©
· ·••• ••
PARTNERSHIP
glfk. Prosci and ADKAR are trademarks of Prosci, Inc.,
registered in the US and other countries