prosci change management webinar building organizational agility
TRANSCRIPT
© Prosci Inc. All rights reserved.
Prosci Change Management Webinar
Building Organizational Agility
Research | Methodology | Training | Advisory Services www.prosci.com | [email protected] +61 2 9810 6264
Prosci ®
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Prosci by the #s: 9
17 80%
4500+ 30,000+ 80,000+
Longitudinal studies Years of research Fortune 100 companies Research participants Certified practitioners Community members
Contact Prosci: Telephone: +1-970-203-9332 Email: [email protected] Website: 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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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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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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Bigger Change
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Faster Change
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More Complex Change
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More Cross
Functional 11
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More Multi-
Disciplinary
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More Information
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More Connected 14
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V.U.C.A. World Volatility Uncertainty Complexity Ambiguity
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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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CEOs said that their ability to adapt to change will be a key source of competitive advantage PWC survey of 1150 CEOs
76%
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Executives said organizational agility was critical to business success and growing in importance over time McKinsey Quarterly (Sull)
9 of 10
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Respondents said that their organizations were nearing, at or past the point of saturation 2015 Prosci study with 1120 change professionals
78%
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Individuals suffer Projects suffer Organizations suffer 2015 Prosci study with 1120 change professionals
Saturation has consequences
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From the PMI® 2012 Pulse of the Profession™ In-Depth Report: Organizational Agility
Greater Org Agility
= Better Performance =
Improved Competitive Advantage
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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 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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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 business can 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 Execution December 20, 2010
Agility [uh-jil-i-tee]
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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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Responsiveness Tolerance Resilience Toughness Adaptability Readiness
Preparedness Plasticity
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
38
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Review the literature - Pillars
• PMI • PwC • Accenture • xPlane • Daryl Conner
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PMI R
igor
ous
chan
ge
man
agem
ent t
o be
tter
adap
t to
shift
ing
mar
ket
cond
ition
s
Mor
e co
llabo
rativ
e an
d ro
bust
risk
man
agem
ent
Incr
ease
d us
e of
st
anda
rdiz
ed p
roje
ct,
prog
ram
and
por
tfolio
pr
actic
es
PMI® 2012 Pulse of the Profession™ In-Depth Report: Organizational Agility
40
Rig
orou
s ch
ange
m
anag
emen
t to
bette
r ad
apt t
o sh
iftin
g m
arke
t co
nditi
ons
© Prosci Inc. All rights reserved.
PwC A
ntic
ipat
ing
the
futu
re a
nd
plan
ning
for b
usin
ess
oppo
rtuni
ties.
Focu
sing
on
inno
vatio
n w
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
s co
ntin
uous
ly,
rapi
dly,
and
cos
t effe
ctiv
ely.
Sim
plify
ing
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
va
lue.
PricewaterhouseCoopers, How to build an agile foundation for change
41
Man
agin
g ch
ange
th
roug
h pe
ople
.
© Prosci Inc. All rights reserved.
Accenture A
n ad
aptiv
e op
erat
ing
mod
el
Impr
oved
resp
onsi
vene
ss
thro
ugh
open
co
llabo
ratio
n
Ana
lytic
s to
cre
ate
insi
ght
and
unde
rsta
ndin
g
Lead
ers
as d
river
s of
ch
ange
Nim
ble
wor
kfor
ce
rede
ploy
men
t thr
ough
ra
pid
re-s
killi
ng
Stra
tegi
c in
sigh
t int
o hu
man
cap
ital
Flex
ible
tale
nt
man
agem
ent s
yste
ms
and
proc
esse
s
An
adap
tive
cultu
re
Man
agin
g ch
ange
as
a co
re c
apab
ility
Accenture, Cheese, Silverstone, Smith, Creating an agile organization
42
Lead
ers
as d
river
s of
ch
ange
Man
agin
g ch
ange
as
a co
re c
apab
ility
© Prosci Inc. All rights reserved.
xPlane C
larit
y
Co-
crea
tion
Har
mon
y
Tran
spar
ency
Visu
al a
lignm
ent
Insp
iratio
n
Act
ion
Res
ilien
ce
xPlane, DNA of Change: Design Principles for Organizational Transformation
43
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Daryl Conner In
tent
ions
Rol
es
Impl
emen
tatio
n
Cul
ture
Lead
ersh
ip
Por
tfolio
Res
ults
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 capability 45
Prosci Agility Attributes
© Prosci Inc. All rights reserved.
How do you score on each?
46
Prosci ® Ag ility Attribute Assessment
Prosci 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 allNot 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 ® Ag ility Attribute Assessment
Prosci 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 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 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 allNot 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
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 rapidly develop and deploy new capabilities
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 encourage cross-‐organizational collaboration
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 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 allNot really
something we do We're doing that
We're doing pretty good at that
We'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
47
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25%
13%
0%
13%
19%
0%
0%
13%
13%
6%
38%
4%
31%
2%
44%
13%
0%
56%
38%
29%
19%
25%
25%
31%
19%
31%
0%
6%
38%
24%
13%
19%
38%
31%
19%
31%
0%
19%
6%
35%
6%
0%
6%
0%
25%
0%
6%
6%
6%
0% 25% 50% 75% 100%
48
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 organizational change management capability
Results from Being Human Nov 22
webinar
Strongly Disagree Disagree Neutral Agree Strongly
Agree
Evaluate your organization on the 10 Prosci Agility Attributes
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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
50
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One of the 10 pillars
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 for agility
We rapidly develop and deploy new capabilities
We encourage cross-organizational collaboration
We have reduced silos
We have an embedded CM capability
51
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Organizational CM Capability DNA/fabric/norm through individual competencies and
integrated CM approaches
Change Management Catalyzing individual transitions to
deliver organizational results
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Change management: CHānj ‘manijmǝnt
Catalyzing individual transitions
to deliver organizational results
53
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Change Management is about closing the gap
Requirements Results Outputs Outcomes
Specifications Sustainment
Installation Realization Solutions Benefits
54
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Gartner BPM Summit Dec 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 0%
100%
Poor Fair Good Excellent
Change management correlates directly with project success
6x
Increase in likelihood of meeting objectives with excellent change
management
Met or exceeded objectives On schedule On budget
Change Management Effectiveness
56
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Organizational CM Capability DNA/fabric/norm through individual competencies and
integrated CM approaches
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Enterprise Change Management Org change capability
ECM Build
Individual Competencies
Integrate into Changes, Projects
and Programs
Initiate Plan Design Develop Deploy
“Go Live”Kick off
Phase 3: Reinforcing Change
Phase 2: Manag ing 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 Organizational Competency
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 Multiple Projects
Comprehensive approach for managing change is being applied on multiple projects within organization
Level 2 Isolated Projects
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™
59
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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
61
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“I’d like three orders of change agility from page 145, please.”
62
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Agility is a journey
Where you are today
Where you want to get
63
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Create a custom solution with Prosci
ECM Bootcamp
Licensing
Advanced Deployment Leader
Advisory Services
• Content and tools • Customize • Integrate • Standardize • Scale
• Strategic Alignment Workshop • Project/Initiative Support • Community of Practice Support • Change Portfolio Development
• Advanced certification • Personal/professional development • Capability architects • Innovators/early adopters
• 1-day workshop • Jumpstart your capability strategy • Feb 23rd 2017 – Sydney • Onsite available: [email protected]
Options for individuals and organizations
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Agenda Conclusion
1 Our changing world
2 Why agility matters
3 What agility means
4 Attributes of agile organizations
5 How change management fits it
65
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Prosci Solution
Delivering organizational results by catalyzing individual transitions
http://www.prosci.com | http://blog.prosci.com [email protected]
Build individual change competencies Apply change management on initiatives Embed organizational change capability
http://www.prosci.com [email protected]
66
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Where to find today’s slides with poll results
67
Being Human Company Linked in Profile – Follow us!
Being Human Pty Ltd page - Like us!
For recorded Webinars, visit www.portal.prosci.com
www.slideshare.net/BeingHumanAustralia Slides available (no recording) Follow us for notifications on new posts