prosci webinar: auditing change management maturity
TRANSCRIPT
Peop l e . C h an ge . R e s u l t s .
Audi%ngEnterpriseChangeManagementMaturityProsci Webinar
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Proscibythe#s:9
17 80%
4500+ 30,000+ 80,000+
Longitudinal studies Years of research Fortune 100 companies Research participants Certified practitioners Community members
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Prosci’sMission 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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Case for Change capability
Change agility Change in the DNA
Enterprise Change Management
What is
Auditing
Case for Change capability
Change agility Change in the DNA
Enterprise Change Management
What is
Auditing
Agenda
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Case for: Velocity of Change
Demand Side Pull
Bigger Faster
Connected Complex 4
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Case for: Strategic Imperative
Strategy is change
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Case for: Competitive Differentiation
“out-changing”
as a competitive advantage
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Case for: It takes a Village
Change leadership
competencies throughout
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Agenda
Case for Change capability
Change agility Change in the DNA
Enterprise Change Management
What is
Auditing
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“I’d like three orders of change agility from page
145, please.”
Change agility takes more than chatter, “want to”
or magic
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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
“GoLive”Kickoff
Phase3:Reinforcing Change
Phase2:Manag ing Change
Phase1:Preparing forChange
A D K A R
Strategy Plans Measures
GeneralProjectLifecycle
IndividualChangeJourney
Milestones
OrganizationalChangeMgmt
Activities
Majorevents
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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Internalize ABC of sponsors
Internalize CLARC role in change
Expect and Thrive in Change
Individual Competencies
Design solutions with adoption
and usage in mind Execs & Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
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Individual Competencies
Execs & Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Hiring
On-boarding
Training
Coaching
Objectives
Competency Models
Development Plans
Performance Reviews
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Individual Competencies Research-based, Role-based Training
Prosci’s Holistic Approach Key Change Enabling Roles
Senior Leadership
Change Practitioners
Project Teams
Middle Managers
Front Line Employees
Sponsor Briefing (5-6 hours)
Certification Program (3 day)
Project Management Workshop (1 day)
Managers Program (1 day)
Employee Program (1/2 day)
Rol
e-B
ased
Tra
inin
g C
oach
ing
Sup
port
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Integrate into Changes, Projects and Programs
Initiate Plan Design Develop Deploy Sustain
Requirement at initiation Inventory impacted groups Define their changes
Integrate CM into project gates
Integrate CM into standard reviews
Measure success at benefit realization, project execution,
AND individual transition levels
Align “people side” and technical side
activities
Create customized and scaled strategy Resource CM
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Integrate into Changes, Projects and Programs
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
General Project
Lifecycle
Individual Change Journey
Milestones
Organizational Change Mgmt
Activities
Major events
Prosci®ADKAR
®
Model
Prosci®3-PhaseProcess
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Project Health
Change Scorecard
Best Practice Alignment
CMROI Calculation
ADKAR Progress
Adoptioncontribution
Installationcontribution
100%
50%
36%
3-Phase Process
Phase 1: Preparing for Change
Phase 2: Managing Change
Phase 3: Reinforcing Change
Initiate Plan Design Develop Deploy Sustain
Integrate into Changes, Projects and Programs
Email [email protected] to learn more 17
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EnterpriseChangeManagementDNA/Fabric/Normthroughindividualcompetenciesand
integratedCMapproaches
ChangeManagementCatalyzingIndividualTransitionsto
DeliverOrganizationalResults
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Agenda
Case for Change capability
Change agility Change in the DNA
Enterprise Change Management
What is
Auditing
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BLUF: Bottom Line Up Front
• Add clarity to maturity
• Quantify your maturity
• Establish a baseline
• Track progress
• Focus your effort
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Where you are today
Where you want to be How you will
get there
Leadership
Proofsofsuccess
Structureandintent
Sponsormessag ing
CharterECM
CMO,CoE,CoP
Strateg icallyselect
ResourceandapplyCM
Rigorouslydocument
AssesstheCurrent
DesigntheTransition
DefinetheFuture
Buildchangecapability/ag ilitytodeliverbetterresultsandoutcomesofchange,increaseresilience
andreducesaturation.
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Prosci® Change Management Maturity Model History
2004 2005 2008
March: Released Maturity Model
2012 2014
August: Released Whitepaper
ECM Summit ECM Lab ECM Suite: - CM-MM Audit - ECM Boot Camp - ECM Roadmap
Version 2 of Maturity Model Audit
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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
Continuous process
improvement in place
Highest profitability,
responsiveness and project
success rates
Level 4 Organizational Standards
Organization-wide standards and methods are broadly deployed for managing and
leading change
Selection of common approach
Level 3 Multiple Projects
Comprehensive approach for managing change is being applied on multiple projects
within organization
Examples of best practices evident
Level 2 Isolated Projects
Some elements of change management are being applied in isolated projects
Many different tactics used
inconsistently
Level 1 Ad hoc or Absent Little or no change management applied
People-dependent without any formal practices or plans
Highest rate of project failure, turnover and
productivity loss
Prosci® Change Management Maturity Model™
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Level 1 – Ad hoc or Absent
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
A distraction from the focus on installing technical solutions
Applied when:
Not at all, or as a last resort and as a reaction
Practiced by:
Dependent on particular individual practitioners Not at all by managers and leaders
Change management is:
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Level 2 – Isolated Projects
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
Important by some Unimportant by most
Applied when:
On few projects, from initiation On some projects, in reaction to resistance On most projects, not at all
Practiced by:
Handful of unaffiliated practitioners
Change management is:
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Level 3 – Multiple Projects
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
A structured approach that adds value
Applied when:
Localized in particular parts of the organization At initiation on some projects Still missing or as a reaction on many
Practiced by:
Practitioners who are starting to work together Some senior leaders, managers and supervisors
Change management is:
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Level 4 – Organizational Standards
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
An important success factor on all projects A common and standard approach
Applied when:
Regularly at project initiation or planning Integrated into project management approach
Practiced by:
Most practitioners and project teams Most senior leaders, managers and supervisors Potentially a centralized functional group
Change management is:
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Level 5 – Organizational Competency
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
A critical core competency for the organization Essential on all projects and initiatives Second nature and commonplace
Applied when:
At the start of projects and initiatives On virtually all project and non-project changes Inseparable from project delivery processes
Practiced by:
Practitioners, project teams, technical professionals All senior leaders, managers and supervisors Centralized functional group
Change management is:
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2015/16 Study Results
9%
40%
37%
12%
2%
0% 50%
Level 1
Level 2
Level 3
Level 4
Level 5
Organizational maturity:
37%
45%
52%
61%
65%
0% 70%
Level 1
Level 2
Level 3
Level 4
Level 5
Project success rate by maturity level:
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Building out the Maturity Model: Capability Areas
Five Capability Areas:
1. Leadership
2. Application
3. Competencies
4. Standardization
5. Socialization
What observable attributes can be
used to describe the level of maturity?
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Capability Area 1: Leadership
Not general leadership, but leadership support specifically for change management
Example factors:
q Primary sponsor q Sponsor coalition q Communications from key leaders q Vision for deployment effort q Leadership review q Business rules, policies, procedures q Change management as requirement
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Capability Area 2: Application
Use of change management processes and tools on projects and initiatives
Example factors:
q Percent of projects applying CM q Parts of organization applying CM q Common approach q Available tools q Resources availability for applying CM
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Capability Area 3: Competencies
Competency and skill-building for “leading change” throughout the organization
Example factors:
q Training and competencies for: q Practitioners q Executives and senior leaders q Managers and supervisors q Employees q Project teams
q Training effectiveness q Continuous education opportunities
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Capability Area 4: Standardization
Move toward common and consistent application of an organizational standard approach
Example factors:
q Adoption of a standard approach q Provision of standard tools q Continuous improvement of approach q Criteria for applying CM q Integration into standard project
delivery process and systems
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Capability Area 5: Socialization
Understanding, appreciation and acknowledgement of the necessity of change management
Example factors:
q Executive charter q Understanding of value q Buy-in and support q Common and shared definition q Viewed as competitive differentiator q Cultural value
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Capability Area 1:
Leadership
Capability Area 2:
Application
Capability Area 3:
Competencies
Capability Area 4:
Standardization
Capability Area 5:
Socialization
Level 5 Capability Area Factors: - Factor 1.1 - Factor 1.2 - Factor 1.3 - Factor 1.4 - Factor 1.5 - Factor 1.6 - Factor 1.7 - Factor 1.8
Capability Area Factors: - Factor 2.1 - Factor 2.2 - Factor 2.3 - Factor 2.4 - Factor 2.5 - Factor 2.6 - Factor 2.7 - Factor 2.8
Capability Area Factors: - Factor 3.1 - Factor 3.2 - Factor 3.3 - Factor 3.4 - Factor 3.5 - Factor 3.6 - Factor 3.7 - Factor 3.8 - Factor 3.9 - Factor 3.10 - Factor 3.11 - Factor 3.12
Capability Area Factors: - Factor 4.1 - Factor 4.2 - Factor 4.3 - Factor 4.4 - Factor 4.5 - Factor 4.6 - Factor 4.7 - Factor 4.8 - Factor 4.9 - Factor 4.10 - Factor 4.11 - Factor 4.12
Capability Area Factors: - Factor 5.1 - Factor 5.2 - Factor 5.3 - Factor 5.4 - Factor 5.5 - Factor 5.6 - Factor 5.7 - Factor 5.8 - Factor 5.9 - Factor 5.10
Level 4
Level 3
Level 2
Level 1
Capability Area 1:
Leadership
Capability Area 2:
Application
Capability Area 3:
Competencies
Capability Area 4:
Standardization
Capability Area 5:
Socialization
Level 5
Level 4
Level 3
Level 2
Level 1
Prosci® Change Management Maturity Model™
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Capability Area 1:
Leadership
Capability Area 2:
Application
Capability Area 3:
Competencies
Capability Area 4:
Standardization
Capability Area 5:
Socialization
Level 5 Capability Area Factors: - Factor 1.1 - Factor 1.2 - Factor 1.3 - Factor 1.4 - Factor 1.5 - Factor 1.6 - Factor 1.7 - Factor 1.8
Capability Area Factors: - Factor 2.1 - Factor 2.2 - Factor 2.3 - Factor 2.4 - Factor 2.5 - Factor 2.6 - Factor 2.7 - Factor 2.8
Capability Area Factors: - Factor 3.1 - Factor 3.2 - Factor 3.3 - Factor 3.4 - Factor 3.5 - Factor 3.6 - Factor 3.7 - Factor 3.8 - Factor 3.9 - Factor 3.10 - Factor 3.11 - Factor 3.12
Capability Area Factors: - Factor 4.1 - Factor 4.2 - Factor 4.3 - Factor 4.4 - Factor 4.5 - Factor 4.6 - Factor 4.7 - Factor 4.8 - Factor 4.9 - Factor 4.10 - Factor 4.11 - Factor 4.12
Capability Area Factors: - Factor 5.1 - Factor 5.2 - Factor 5.3 - Factor 5.4 - Factor 5.5 - Factor 5.6 - Factor 5.7 - Factor 5.8 - Factor 5.9 - Factor 5.10
Level 4
Level 3
Level 2
Level 1
Prosci® Change Management Maturity Model™
For each of the 50 factors, rubric scoring describes Level 1, Level 2, Level 3, Level 4, Level 5
Factor 1 Level of sponsorship for institutionalizing change management across the enterprise
¡ Level 5 An executive sponsor (with the required authority and span of control) has been designated and is actively and visibly supporting the effort
¡ Level 4 A senior level sponsor has been designated and is supporting the effort
¡ Level 3 The right sponsor has been designated, but is not engaged, active or visible
¡ Level 2 A sponsor has been designated, but is either not the right sponsor or is not engaged
¡ Level 1 There is no sponsor for the institutionalization effort
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Capability Area 1: Leadership
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Prosci Maturity Model Audit Tour Reviewing Report
� Overall Results
� Results by Capability Area
� Low Maturity Factors
� Your Insights and Comments
� See Progress Over Time
� Full Maturity Model Audit
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Prosci Maturity Model Audit Tour Overall Results
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Prosci Maturity Model Audit Tour Results by Capability Area
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Prosci Maturity Model Audit Tour Low Maturity Factors
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Prosci Maturity Model Audit Tour Capture your Insights and Comments
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Prosci Maturity Model Audit Tour See Progress Over Time
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Prosci Maturity Model Audit Tour Your Full Maturity Model Audit All 50 Factors With your scores
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Prosci Maturity Model Audit
• Define agility
• Baseline current Change Maturity
• Evaluate all five capability areas
• Identify risk areas and develop next steps
• Create comparative reports over time
Maturity Model Audit $30 USD/mo
Full access, no obligation 14 day trial
Free Trial
Find in Available Resources
Scroll below description to activate your trial
TRIAL AVAILABLE
Create free account at: portal.prosci.com
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Where you are today
Where you want to be How you will
get there
Leadership
Proofsofsuccess
Structureandintent
Sponsormessag ing
CharterECM
CMO,CoE,CoP
Strateg icallyselect
ResourceandapplyCM
Rigorouslydocument
AssesstheCurrent
DesigntheTransition
DefinetheFuture
Buildchangecapability/ag ilitytodeliverbetterresultsandoutcomesofchange,increaseresilience
andreducesaturation.
50
© Prosci Inc. All rights reserved.
2015 Study Results
Factors that influenced movement in organizational maturity
1. CM benefit awareness 2. Leadership and dedicated teams 3. Methodology use 4. Business growth or structural change 5. Resource allocation
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Leadership
Proofs of success
Structure and intent
Sponsor messaging
Charter ECM
CMO, CoE, CoP
Strategically select
Resource and apply CM
Rigorously document
Assess the Current
Design the Transition
Define the Future
Build change capability/agility to deliver better results
and outcomes of change, increase resilience and
reduce saturation.
Keys to ECM Success Enterprise Change Management
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Project ECM as a Change
Project ECM:
Goal/objective: Build organizational change
management capabilities and competencies to improve results and outcomes of projects and initiatives
Current Transition Future
Technical side
People side
Requirements: Charter, Sponsor, Plan, Solution, Team
Project Management Change Management
Structure and
Intent 53
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M1 M2 M3 Rest of year 1 Year 2-3
ECM approach Select pilots Schedule sponsor briefing Start Business Case
Training for pilot projects ½-day sponsor program 3-day cert program
Sponsor briefing
Business Case presentation
Apply on pilot projects ADKAR 3-Phase Process Best Practices Audit
Document impact Prosci Change Scorecard Awareness building
Start Structure and Intent Design (Current, Future)
Continue Structure and Intent Deploy (Transition) - Increased application - Individual competency development
Sponsor activities
Leadership
Proofsofsuccess
Structureandintent
Sponsormessag ing
CharterECM
CMO,CoE,CoP
Strateg icallyselect
ResourceandapplyCM
Rigorouslydocument
AssesstheCurrent
DesigntheTransition
DefinetheFuture
Buildchangecapability/ag ilitytodeliverbetterresultsandoutcomesofchange,increaseresilience
andreducesaturation.
Prosci ECM Map Example Timeline
Email [email protected] to learn more
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Build change capability/agility to deliver better results
and outcomes of change, increase resilience and
reduce saturation.
HowBeingHumancansupportyourorganisation
Change Capability Consulting
Prosci ECM Boot Camp Change Maturity Workshop
Prosci ECM Roadmap Maturity Model Audit
Business Case Development
On-site consultant – short/medium/long term
Change Management Planning Workshops for key projects
Ongoing Coaching
Online guide with instructions, guidance, research and tools (USD479) Buy from Store www.prosci.com
Change Maturity – 1 day in house workshop Prosci ECM Boot Camp – 1 day in house ECM Planning Workshop - 2 day in house workshop
Cloud-based assessment of maturity USD30/month/USD300/yr Buy from Portal.prosci.com
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Prosci Maturity Model Audit Tour Getting Started
Introduction
The click “Get Started”
Name the organization or group for your CM-MM audit.
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Prosci Maturity Model Audit Tour Starting a CM-MM Audit
Click “Add an Audit” to start your CM-MM Audit
for this Org/Group
Give your CM-MM Audit instance a Name and a
Description
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