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Copyright 2016 Prosci. All rights reserved.
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Prosci Webinar: Top contributors to success
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Prosci Best Practices in Change Management, 2016 Edition
Top Contributors to Success
®
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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
®
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Prosci Webinar: Top contributors to success
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Culture 2015 Global awareness
Complementary roles Change Agent Networks
VerBcal industry customizaBon JusBfying CM 2013
Job roles and locaBons 2011 Advice for new pracBBoners
Complex change Aligning CM with other disciplines Measurement and metrics 2009
IntegraBng CM and PM Readiness
Trends in CM Reinforcement and sustainment 2007
SaturaBon and porPolio management OrganizaBonal change capability 2005
Team member aRributes Resources and budgets 2003
Resistance management 2000 Manager Role
Greatest contributors 1998 Biggest obstacles
Methodology Sponsorship
CommunicaBons 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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Prosci Webinar: Top contributors to success
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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
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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
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Top
Contributors To Success
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Prosci Webinar: Top contributors to success
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Top Contributors to Success
1 Sponsorship
2 Approach
3 Resources
4 Communication
5 Employee Engagement
6 Integration with PM
7 Manager Engagement
1 Sponsorship
2 Approach
3 Resources
4 Integration with PM
5 Employee Engagement
6 Communications
7 Manager Engagement
2013 2015
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Each Contributor Supports the Goal: Adoption and Usage
Sponsorship
Communications
Middle Management Engagement
Employee Engagement
Change Management Approach
Change Management Resources
Integrating with PM
The Goal: Employee
adoption and usage
Top Contributors to Success – Relationship to Adoption and Usage Copyright © 2016 Prosci Inc. Best Practices in Change Management – 2016 Edition
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Sponsorship
Communications
Middle Management Engagement
Employee Engagement
Change Management Approach
Change Management Resources
Integrating with PM
The Goal: Employee
adoption and usage
The Goal: Employee Adoption and Usage
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Transition Current Future
Results and Outcomes Depend on Employee Adoption and Usage
With
cha
nge
man
agem
ent
With
out
= X project benefits created
Current Future Transition
Adoption and usage gets bumpy
Adoption and usage
takes longer
Adoption and usage incomplete
Adoption and usage
not as expected
<X
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Prosci Webinar: Top contributors to success
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#1) Sponsorship
Sponsorship
Communications
Middle Management Engagement
Employee Engagement
Change Management Approach
Change Management Resources
Integrating with PM
The Goal: Employee
adoption and usage
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How Sponsorship Drives Adoption and Usage
Employees look to and listen to senior leaders for direction and commitment
1998 2000 2003 2005 2007 2009 2011 2013 2015
In all 9 of Prosci’s studies, active and visible executive
sponsorship was #1 on the list
by over a 3:1 margin
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Three Roles of Sponsors
ABCs of Sponsorship #1 Active and visible participation throughout the project #2 Communicate directly with employees #3 Build a coalition of sponsorship
It’s not just signing checks and charters
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None Slight understanding
Some understanding
Adequate understanding
Complete understanding
6% 19% 33% 30% 12%
0% 20% 40% 60% 80% 100%
58% Sponsor role understanding
reported less than adequate understanding of the sponsor role
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Active and visible participation
Build a coalition of support
Communicate directly with employees
ABC Effectiveness Extremely Ineffective
5% 15% 33% 32% 16% 0% 20% 40% 60% 80% 100%
Ineffective Somewhat Effective Effective Extremely
Effective
9% 22% 33% 24% 12% 0% 20% 40% 60% 80% 100%
6% 20% 31% 29% 14% 0% 20% 40% 60% 80% 100%
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Prosci Webinar: Top contributors to success
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#2) Approach
Sponsorship
Communications
Middle Management Engagement
Employee Engagement
Change Management Approach
Change Management Resources
Integrating with PM
The Goal: Employee
adoption and usage
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How Approach Drives Adoption and Usage
To get sufficient Adoption and Usage, we must apply structure and intent
C T F • Individual transitions, adoption and usage don’t happen by chance
• Change is a process, and must be
managed like a process
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Data on Use of Methodology
0%
20%
40%
60%
80%
'03 '05 '07 '09 '11 '13 '15
Percent of participants using a structured approach
0%
20%
40%
60%
80% Used a methodology
Did not use a methodology
44% Provider/Thought-Leader (Prosci)
7% Provider/Thought-Leader (Other)
23% Combo/Hybrid/Mixture
15% Internally Developed
11% Consultant Provided
51%
23%
15%
11%
44%
7%
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When to Start Change Management
85%
40%
13% 28%
2% 18%
0% 13%
0% 1%
Should Did
• Proactive (not fire fighting) • “Adoption and usage” from the beginning
Closure Implementation Design Planning Initiation
64% 56% 49% 37% % that met or exceeded objectives
20
0%
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#3) Resources
Sponsorship
Communications
Middle Management Engagement
Employee Engagement
Change Management Approach
Change Management Resources
Integrating with PM
The Goal: Employee
adoption and usage
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How Resources Drive Adoption and Usage “If it’s not someone’s job, it’s no one’s job”
Advantages with:
• Focus • Single point of contact • Accountability
Risks without:
• Neglected change management
• Lack of coordination • Lack of ownership
and accountability
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Did the Project Have Dedicated CM Resources?
76% had a dedicated change mgmt resource
0%
20%
40%
60%
80%
“Good” or “Excellent” Change Management
With a dedicated resource Without a dedicated resource
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Change management resource costs
Training costs
Communication costs
Change management materials
External consultant costs
Event costs
General expenses
Reinforcement and recognition costs
Change management resource costs
Training costs
Communication costs
External consultant costs
Change management materials
Event costs
General expenses
Reinforcement and recognition costs
Resourcing and Budgeting
62%
54%
49%
37%
37%
19%
75%
67%
Percent who had component in their budget
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Prosci Webinar: Top contributors to success
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#4) Integration with PM
Sponsorship
Communications
Middle Management Engagement
Employee Engagement
Change Management Approach
Change Management Resources
Integrating with PM
The Goal: Employee
adoption and usage
25
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How Integration Drives Adoption and Usage
An integrated solution delivers the unified value proposition to deliver results
Design Develop Deliver
Embrace Adopt Use
Current Transition Future
Project management
Change management
+ = success
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Integrating CM and PM
Project Management
Design, Develop, Deliver Solution Effectively
Solution is Embraced, Adopted and Used Proficiently
Change Management
People Processes Tools
77% Integrated CM & PM
Did
Didn’t
60%
33%
And it mattered:
“Good” or “Excellent” CM
Did Didn’t
Unified Value Proposition
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Integrating CM and PM
PM CM PM CM
PM CM
CM
PM & CM
21%
14% 22%
37% Collaboration
Cross-training
Define roles and responsibilities
People dimension
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Integrating CM and PM
PM
CM
PM
CM
Integrate plans
Align timelines
Sequence tasks
Add deliverables 2014 2015
J F M A M J J A S O N D J F M A M J J A S O N D
InitiatePlan
DesignDevelop
Deploy
P1 – Preparing for Change
P2 – Managing Change
P3 – Reinforcing Change
PM
CM
Process dimension
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#5) Employee Engagement
Sponsorship
Communications
Middle Management Engagement
Employee Engagement
Change Management Approach
Change Management Resources
Integrating with PM
The Goal: Employee
adoption and usage
30
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How Engagement Drives Adoption and Usage
Employees are the ones who have to ultimately “adopt and use” the solution
C T F Andy C T F Becky C T F Charlie C T F Debbie
Engagement and participation increase the likelihood of successful transitions
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Current Transition Future
T C F
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 T T
T T T T T
F F F
F F F F
F F
F F F
F F F F
T
T
T
F
F
F
F
F
F
F
F
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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Engagement Across the Project Lifecycle
C T F
Definition of how the job will be done differently?
Awareness Understanding Support levels
Acceptance
Engagement Participation
Adoption
Usage Compliance Proficiency Satisfaction
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Facilitating and Evaluating Engagement
Surveys and Assessments Feedback Systems Observation Monitoring and Tracking Focus Groups and Interviews Errors and Issues
Input opportunities
Communications: Two-way
Sponsor support
Manager support
EVALUATING FACILITATING
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#6) Communications
Sponsorship
Communications
Middle Management Engagement
Employee Engagement
Change Management Approach
Change Management Resources
Integrating with PM
The Goal: Employee
adoption and usage
35
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How Communications Drive Adoption and Usage
Communications catalyze the required individual transitions by answering questions employees have
Communicated to: Employees Managers Senior leaders Others impacted
Why change? Why now? What if not? WIIFM? How am I impacted? How will it happen?
? 36
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Effective Communications Plan
Sends the right message
To the right audience
At the right time
From the right sender
Through the right channel
Most commonly
integrated tool in 2014 study
results
37
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Key Messages
1. To employees
2. To managers
3. To executives
Why Details
38
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#7) Middle Management Engagement
Sponsorship
Communications
Middle Management Engagement
Employee Engagement
Change Management Approach
Change Management Resources
Integrating with PM
The Goal: Employee
adoption and usage
39
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© 2009 Prosci and Bill Cigliano
How Middle Managers Drive Adoption and Usage
Middle managers are the closest to where the change comes to life
• Proximity • Relationship • Trust • Operational Knowledge
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Five Roles of Managers
Effective Ineffective
© 2009 Prosci and Bill Cigliano
1) Communicator
2) Advocate
3) Coach
4) Resistance Manager
5) Liaison
0% 50%
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Best Practices Audit
Sponsorship
Communications
Middle Management Engagement
Employee Engagement
Change Management Approach
Change Management Resources
Integrating with PM
The Goal: Employee
adoption and usage
Top Contributors to Success – Relationship to Adoption and Usage Copyright © 2016 Prosci Inc. Best Practices in Change Management – 2016 Edition
How are your efforts aligning with best practices in:
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eBest Practices Audit
7 Top Contributors
Sponsorship
Approach
Resources
Integration with PM
Employee Engagement
Communication
Manager Engagement
+ additional research depth
Web-based diagnostic tool based
on the research
Available now: http://portal.prosci.com
• Evaluate alignment with best practices
• Quantify your CM effectiveness
• Focus on issues that need attention
• Guidance and direction on most critical activities
• Evaluate progress over time
• For all of your projects
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Specific audit statements to determine how your practice aligns with each of the
7 top contributors to success
Example: 1. Sponsorship
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Sophisticated, cascading reports
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Overall score of “best practice alignment”
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Score for each of the top contributors
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Alert factors: highest risk that need attention
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Capture your insights and comments
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Track multiple projects
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Track over time (baseline + progress)
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“How well are we ‘doing’ change management?”
Research-based diagnostic tool Available now on the Prosci Portal – http://portal.prosci.com
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7 Top Contributors
Sponsorship
Approach
Resources
Integration with PM
Employee Engagement
Communication
Manager Engagement
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Top Contributors Conclusion
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Sponsorship
Communications
Middle Management Engagement
Employee Engagement
Change Management Approach
Change Management Resources
Integrating with PM
The Goal: Employee
adoption and usage
Top Contributors to Success – Relationship to Adoption and Usage Copyright © 2016 Prosci Inc. Best Practices in Change Management – 2016 Edition
© Prosci Inc. All rights reserved.
Prosci Best Practices in Change Management, 2016 Edition
Available now!
®
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