prosci roles in change management

Copyright Prosci 2015. All rights reserved. 1

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Prosci Change Management Webinar Roles in Change Management

Copyright Prosci 2015. All rights reserved.

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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.

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• New ideas, phraseology, language, and frameworks• Give you at least an hour per week to think about

change management

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Agenda

Focus of change management

– As the foundation of roles

Change management roles

– Why are they important

– What do they do

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Execs &Senior Leaders

Front-Line

Middle Managers & Supervisors

Changeresource/

team

ProjectTeam

ProjectSMEs and

support


Results and Outcomes Come from Technical Side + People Side

4

Solution is:

+

This is the foundation of the ROI of change management

Current Transition Future

Technical side

People side

DesignedDeveloped Delivered

Solution is:EmbracedAdopted

Used



TC F

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T T TT T T TT T T T T

F F FF F F F

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T

TT

FF

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F

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Ultimately requires individuals to move from their own current to their own future

An organizational move from the current to the future

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If we do not support and equipindividual transitions,

then our future state looks nothinglike the future state we expected

F F

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F F F

F F F F

F F

F F F

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= lower ROI= less benefit realization

= unachieved improvement= not what we expected/hoped for

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Finstead of

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So, the “Who” Question Remains:

Who plays a role in employees:

embracing…

adopting…

using…

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a change so that project results and outcomes are achieved

C C C C C

C C C C C

C C C C C

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A Whole System Supports Employee Adoption and Usage

9


Front-Line


Changeresource/

team

ProjectTeam

ProjectSMEs and

support

Organization Structure Change Structure

C C C C C

C C C C C

C C C C C

C C C C C

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F F F F

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“I coach my direct reports through the changes that impact their day-to-day work.”

“I manage the technical side of the change. I integrate change management into my project plans.”

“I support different activities of the change management team and project team.”

“We own the change management methodology and support its implementation in the organization.”

“I launch (authorize and fund) changes.”“I sponsor change.”

“I develop the change management strategy and plans. I am an integral part of project success.”

Change Management Cast of Characters

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Played by: Their “line”:Change mgmt resource/team

Executives and senior managers

Middle managers and front-line supervisors

Project team

Project SMEs and support

* Change management group, dept or office


“I develop the change management strategy and plans. I am an integral part of project success.”

“I launch (authorize and fund) changes.”“I sponsor change.”

“I coach my direct reports through the changes that impact their day-to-day work.”

“I manage the technical side of the change. I integrate change management into my project plans.”

“I support different activities of the change management team and project team.”

“We own the change management methodology and support its implementation in the organization.”

“I feel like I’m on an island here – people expect me to do everything and have all the answers.”

“I gave you funding and signed the charter – now go make it happen!”

“I feel like I’m the direct target for some of these changes, and I wish I knew what was going on.”

“My focus is just the ‘technical’ side. Once I flip the switch, I’m moving on to the next project.”

“I get called in on projects and given one little task, but I’m not sure how I fit in to the overall picture.”

“I don’t even exist yet.”

The Unfortunate Reality

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Played by: Their “line”:Change mgmt resource/team


Middle managers and front-line supervisors

Project team

Project SMEsand support

* Change management group, dept or office


One-to-many interactionsOne-to-one interactions

Observable behaviorsThe “face” and “voice” of change

Employee-Facing and Enabling Roles

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Employee-Facing Roles Enabling Roles

Creation and implementation of plans that are executed by

the employee-facing roles


Front-Line


Changeresource/

team

ProjectTeam

ProjectSMEs and

support


Role by Role

13

Why are they important?

What is their role?

How do they support adoption and usage


Front-Line


Changeresource/

team

ProjectTeam

ProjectSMEs and

support


Executives and Senior ManagersWhy Are They Important

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1. Direction2. Guidance3. Commitment4. Leadership

… drive employee adoption and usage of change through …


Front-Line Associates



Executives and Senior ManagersWhy Are They Important

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2013 study

#1 contributor to success in all of Prosci’s studies:

2011200920072005200320001998

0%

30%

60%

90%

Veryineffectivesponsor

Ineffectivesponsor

Moderatelyeffectivesponsor

Extremelyeffectivesponsor

Percent of respondents that met or exceeded objectives

correlated to sponsor effectiveness


Executives and Senior ManagersWhat Is Their Role

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ABCs of Sponsorship#1 Active and visible participation throughout the project#2 Build a coalition of sponsorship#3 Communicate directly with employees

It’s not just signing checks and charters

Role of CM practitioner is to provide guidance and focus


Executives and Senior ManagersA Final Observation

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Over 50% of study participants reported that their sponsors had less than an adequate understanding

of their roles and responsibilities as a sponsor

Finding on how to ensure effective sponsorship:

Provide behind-the-scenes guidance, direction and coaching

Make it as easy for them as possible to be a great sponsor

0% 10% 20% 30% 40%

No understanding

Slight understanding

Some understanding

Adequate understanding

Complete understanding

58%


Middle Managers and SupervisorsWhy Are They Important

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Providing the one-on-one, direct support to employees

impacted by the change





Middle Managers and SupervisorsWhy Are They Important

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Macro – top-down changes

Executives and senior leaders

Front-line employees

Middle managers and supervisors

Micro – daily changes

Executives and senior leaders

Front-line employees


Proximity

All types of change

Keep operations going

Copyright © Prosci and Bill Cigliano


Middle Managers and SupervisorsWhat Is Their Role

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Role 1 – Communicator

Role 2 – Advocate

Role 3 – Coach

Role 4 – Resistance manager

Role 5 – Liaison


Middle Managers and SupervisorsA Final Observation

Middle managers and supervisors can be “caught the middle” in times of change

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Recipients of changeAND

Agents of change

Recipients of changeAND

Agents of change




Which supervisors, middle managers, senior leaders and executives do you need on your “roster”?

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Answer determined by: Which employees have to embrace, adopt and use the change introduced by the project or initiative?


Change Management Resource Why Are They Important

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Changemanagement resource/team

1. Structure2. Purpose3. Focus4. Support


Technical side (PM)

People side (CM)



• Increased likelihood of project success

• Reduced cost and risk• Faster speed of adoption,

higher ultimate utilization, greater proficiency

• Increased likelihood of project success

• Reduced cost and risk• Faster speed of adoption,

higher ultimate utilization, greater proficiency

Change Management Resource Why Are They Important

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Dedicated resourcesDedicated resources

Better change managementBetter change management

28%

63%

0%

20%

40%

60%

80%

“Good” or “Excellent”Change Management

With a dedicated resourceWithout a dedicated resource


Change Management Resource What Is Their Role

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Phase 1 – Preparing for change• Conduct readiness assessments• Formulate strategy• Evaluate sponsor coalition

and team resource needs• Identify unique risks, anticipated

resistance and special tacticsPhase 2 – Managing change• Create plans

• Communication• Sponsorship• Coaching• Training• Resistance mgmt

• Integrate and implement change management plans

Phase 3 – Reinforcing change• Collect feedback• Identify and fix problems• Celebrate successes• Transition

Apply a structured approach



Front-Line


Changeresource/

team

ProjectTeam

ProjectSMEs and

support

Enable others…

Change Management Resource What Is Their Role

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Enable managers and supervisors

Effectively coach their employees through transitions

Enable executives and senior leaders

Effectively fulfill their role as “change sponsor”

Enable project teams Make the bridge between implementing a solution and realizing benefits


Design the solutionDesign the solution

Project TeamWhy Are They Important

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Technical side (PM)

People side (CM)

Develop the solutionDevelop the solution

Deliver the solutionDeliver the solution

• Manage the tasks and activities for the technical side• Define what “to adopt and use” means via solution


Project TeamWhat Is Their Role

1. Design the actual change

2. Manage the ‘technical side’• Charter, business case, schedule,

resources, work breakdown structure, budget, etc.

3. Engage with change management team/resource

4. Integrate change management plans into project plan

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PM

CM


Project SMEs and Support

• Examples– Human Resources (HR)– Organization Development (OD)– Training specialists– Communication specialists– Lean, Six Sigma, CPI

• Bring specific experience, knowledge, tools and expertise to the project

• Key pieces of the “technical” and the “people” puzzles

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Sometimes act as the change management resource

Sometimes act as the change management resource


Project SMEs and Support

New 2015 research data on key complementary roles

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HR Business PartnersOrganizationDevelopment Communications

ConsultantsInternal

Change Agent Networks

BusinessAnalysts


What it might do?

Where it might reside?

The CMO Change Management Office,

Group, Department, etc.

Emerging entity in some organizations

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What it might do?• Own and maintain the

methodology• Own and maintain the tools• Own the curriculum• Maintain a community• Coach executives, sponsors,

managers and supervisors• Provide resources (people) on

specific projects• Provide consultative support to

other team members doing the change management

Where it might reside?• Project Management Office (PMO)• Human Resources (HR)• IT (Information Technology)• Corporate, Shared Services• Organization Development (OD)• Strategy, Transformation, Planning• Operations, Within BUs• Independent


The CMO Change Management Office,

Group, Department, etc.

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2013 data

2011

36%

2013

38%

Level 5 Organizational competency

77%

Level 4 Organizational standards

56%

Level 3 Multiple projects

45%

Level 2 Isolated projects

29%

Level 1 Ad hoc or absent

15%

Organization has CMO(dedicated functional group)

77% had it in one place16% had it in two places

7% had it in more than two



Front-Line


Changeresource/

team

ProjectTeam

ProjectSMEs and

support

The Final Step: Building Organizational Capability

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As a capability:Specific roles and responsibilities

To encourage adoption and usage

So results and outcomes are achieved

Individual competencies

Applied on any and all changes

To create organizational agility

On a project:

Enterprise ChangeManagement

ChangeManagement




Changeresource/

team

ProjectTeam

ProjectSMEs and

support




Changeresource/

team

ProjectTeam

ProjectSMEs and

support




Changeresource/

team

ProjectTeam

ProjectSMEs and

support




Changeresource/

team

ProjectTeam

ProjectSMEs and

support




Changeresource/

team

ProjectTeam

ProjectSMEs and

support




Changeresource/

team

ProjectTeam

ProjectSMEs and

support




Changeresource/

team

ProjectTeam

ProjectSMEs and

support




Changeresource/

team

ProjectTeam

ProjectSMEs and

support




Changeresource/

team

ProjectTeam

ProjectSMEs and

support




Changeresource/

team

ProjectTeam

ProjectSMEs and

support




Changeresource/

team

ProjectTeam

ProjectSMEs and

support




Changeresource/

team

ProjectTeam

ProjectSMEs and

support



Front-Line


Changeresource/

team

ProjectTeam

ProjectSMEs and

support

How Do You Get Each Group to Fulfill Their Role?

• Each role is experiencing a change when they being fulfilling their role in successful change.

• What can we do to ensure each group is effective in their role in supporting adoption and usage?

• Apply change management!

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Change Management Takes Change Management

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Applying the Prosci® ADKAR® Model to the change “doing change management”

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


Conclusion:Roles and Responsibilities Drive Outcomes

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On a project, each role must

do its part

So that impacted employees embrace,

adopt and use the changeC C C C C

C C C C C

C C C C C

C C C C C

C C C C C

T

T

T T T T

T T T T T

T T T

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T T T T T

T

T

F F F F

F F F F

F F F

F F F

F F F F

F

F

F

F

F

F

F

So that project results and outcomes are achieved


Front-Line


Changeresource/

team

ProjectTeam

ProjectSMEs and

support

Email:[email protected]


Role Responsibilities

Change management resource/teams

Apply methodology on projects and initiativesEnable others


Fulfill ABCs of effective sponsorship


Fulfill 5 roles in support of direct reports

Project team Integrate people side into technical side


Provide expertise, knowledge and tools

Impacted employees Thrive and take ownership of change

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Prosci’s Train-the-Trainer Program

Site licenses

Enterprise Change Managem

ent

Role Responsibilities Prosci resources

Change management resource/teams

Apply methodology on projects and initiativesEnable others

3-day certification programChange Management ToolkitPilot Professional Benchmarking report


Fulfill ABCs of effective sponsorship 4 to 6 hour sponsor program


Fulfill 5 roles in support of direct reports

1-day coaching programManager Toolkit

Project team Integrate people side into technical side

3-day certification programBenchmarking report


Provide expertise, knowledge and tools

3-day certification programBenchmarking report

Impacted employees Thrive and take ownership of change

1-day employee programSurvival Guide

Prosci Solutions for Building Individual Competencies

Role-basedResearch-basedADKAR-based


ECM Advisory Services ECM Boot Camp

ECM Roadmap Maturity Model Audit

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Kickoff

Business Case Development

Sponsor Briefing

Pilot Trainings

Scorecard Development

Train-the-Trainer

Ongoing Coaching

Online guide with instructions, guidance, research and tools ($479)

Call +1-970-203-9332 or email [email protected]

One-day workshop on building your Project ECM strategy and plans ($889)

2015 datesSept 22 - Denver, COSept 25 - Calgary, AB

Oct 8 - LondonOct 15 - Portland, OR

Inquire re: onsite

“If you're serious about achieving true change management as one of your core organizational

competencies, then find a way to get to this course.”

Web-based assessment of maturity across 50 observable factors.

$30/mo | $300/yr

Prosci Solutions for Building Organizational Capability