prosci webinar: what's next for change management
TRANSCRIPT
©Prosci.AllRightsReserved. 2
Why research?
For Prac??oners
ApplylessonslearnedfromotherpracAAonerstodrivesuccess
BenchmarkagainstotherorganizaAonsandindustries
Gaincredibility
ExpandpracAcewithnewtopicsandtacAcs
For Prosci
AvoidcommonpiJalls
Relyontheexperienceofothers,notthetheoriesofothers
Answer:“whydosomechangessucceedandothersfail?”
DriveabestpracAces-basedmethodologyandsuiteoftools
ProvideobjecAve,groundedguidance
Contributetothechangemanagementdiscipline
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ü
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ü
©Prosci.AllRightsReserved. 3
Prosci Research Founda?on
9BestPracAcesstudies17years4500parAcipants 0
500
1000
102
1120
1998 2015
ParAcipants
©Prosci.AllRightsReserved. 4
Greatestcontributors Biggestobstacles
Methodology Sponsorship
CommunicaAons Training
1998
Resistancemanagement
ManagerRole Greatestcontributors
Biggestobstacles Methodology Sponsorship
CommunicaAons Training
19982000
Resourcesandbudgets Resistancemanagement
ManagerRole Greatestcontributors
Biggestobstacles Methodology Sponsorship
CommunicaAons Training
199820002003
OrganizaAonalchangecapability Teammembera\ributes
Resourcesandbudgets Resistancemanagement
ManagerRole Greatestcontributors
Biggestobstacles Methodology Sponsorship
CommunicaAons Training
1998200020032005
Reinforcementandsustainment SaturaAonandporJoliomanagementOrganizaAonalchangecapability
Teammembera\ributes Resourcesandbudgets
Resistancemanagement ManagerRole
Greatestcontributors Biggestobstacles
Methodology Sponsorship
CommunicaAons Training
19982000200320052007
Measurementandmetrics IntegraAngCMandPM
Readiness TrendsinCM
Reinforcementandsustainment SaturaAonandporJoliomanagementOrganizaAonalchangecapability
Teammembera\ributes Resourcesandbudgets
Resistancemanagement ManagerRole
Greatestcontributors Biggestobstacles
Methodology Sponsorship
CommunicaAons Training
199820002003200520072009
JobrolesandlocaAons
AdvicefornewpracAAoners Complexchange
AligningCMwithotherdisciplines Measurementandmetrics
IntegraAngCMandPM Readiness
TrendsinCM Reinforcementandsustainment
SaturaAonandporJoliomanagementOrganizaAonalchangecapability
Teammembera\ributes Resourcesandbudgets
Resistancemanagement ManagerRole
Greatestcontributors Biggestobstacles
Methodology Sponsorship
CommunicaAons Training
1998200020032005200720092011
JusAfyingCM JobrolesandlocaAons
AdvicefornewpracAAoners Complexchange
AligningCMwithotherdisciplines Measurementandmetrics
IntegraAngCMandPM Readiness
TrendsinCM Reinforcementandsustainment
SaturaAonandporJoliomanagementOrganizaAonalchangecapability
Teammembera\ributes Resourcesandbudgets
Resistancemanagement ManagerRole
Greatestcontributors Biggestobstacles
Methodology Sponsorship
CommunicaAons Training
19982000200320052007200920112013
Culture Globalawareness
Complementaryroles ChangeAgentNetworks
VerAcalindustrycustomizaAon JusAfyingCM
JobrolesandlocaAons AdvicefornewpracAAoners
Complexchange AligningCMwithotherdisciplines Measurementandmetrics
IntegraAngCMandPM Readiness
TrendsinCM Reinforcementandsustainment
SaturaAonandporJoliomanagementOrganizaAonalchangecapability
Teammembera\ributes Resourcesandbudgets
Resistancemanagement Managerrole
Greatestcontributors Biggestobstacles
Methodology Sponsorship
CommunicaAons Training
199820002003200520072009201120132015
Building the body of knowledge on change management Evolu?on of Prosci Research
NewtopicareaMajorfocusMinorfocus
Key
©Prosci.AllRightsReserved. 5
Agenda
2yeartrendsPAST
5yeartrendsFUTURE
ReflecAngonyourorganizaAon
Aligningyourselfwiththetrend
Prosciresourcestosupportyou
>
>
>
Spotlightinnova5ons
ChangeManagementeLearning>
ChangeScorecard>
ChangePorJolioManagement>
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1 Awarenessofneed
2 Moreresources/posiAons
3 IntegraAonwithPM
4 EstablishmentofCMOs
5 BroaderapplicaAon
6 Useofmethodology/structure
7 Leadershipsupport
8 Demandfortraining
Withinyourorganiza5on
Pasttwoyears
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1 Awarenessofneed
2 Moreresources/posiAons
3 IntegraAonwithPM
4 EstablishmentofCMOs
5 BroaderapplicaAon
6 Useofmethodology/structure
7 Leadershipsupport
8 Demandfortraining
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
Metorexceededobjec5vesOnscheduleOnbudget
ChangeManagementEffecAveness
Awareness of the need for CM
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1 Awarenessofneed
2 Moreresources/posi5ons
3 IntegraAonwithPM
4 EstablishmentofCMOs
5 BroaderapplicaAon
6 Useofmethodology/structure
7 Leadershipsupport
8 Demandfortraining
Director,ChangeManagement
ChangeManagementSpecialist
ChangeAnalyst
ChangeManager
ChangeManagementConsultant
ChangeManagementAnalyst
Manager–OrganizaAonalChangeManagement
H E L L O myJOBis
More CM Resources and Posi?ons
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1 Awarenessofneed
2 Moreresources/posiAons
3 Integra5onwithPM
4 EstablishmentofCMOs
5 BroaderapplicaAon
6 Useofmethodology/structure
7 Leadershipsupport
8 Demandfortraining
71% 77%
2013 2015
Didintegrate
Didnotintegrate
Excellent
GoodFair
Poor
IntegraAonimpactedCMeffecAveness
IntegraAonofPMandCMontherise
Integra?on with Project Management
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1 Awarenessofneed
2 Moreresources/posiAons
3 IntegraAonwithPM
4 EstablishmentofCMOs
5 BroaderapplicaAon
6 Useofmethodology/structure
7 Leadershipsupport
8 Demandfortraining
Change Management Office
WheretheCMOwaslocated:
WheretheCMOwouldbemosteffec5ve:
• PMO• HR• Strategy/TransformaAon/Planning• IT
• PMO• Strategy/TransformaAon/Planning• ExecuAveleadership/C-levelreport• OD
• OwnandmaintainCMmethodology• OwnandmaintainCMtools• ProvideconsultaAvesupporttoprojectteams• ProvideCMresourcesonspecificprojects• MaintainaCMcommunity
Loca?on
Responsibili?es
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1 Awarenessofneed
2 Moreresources/posiAons
3 IntegraAonwithPM
4 EstablishmentofCMOs
5 Broaderapplica5on
6 Useofmethodology/structure
7 Leadershipsupport
8 Demandfortraining
Broader applica?on included:
q Involvingalargernumberofemployees
q BroadeningdefiniAonsofstakeholders
q Usingperformanceappraisals
q UsingCMforchangesthatarenotformalprojects
q GamificaAon
q UsingCMtofacilitatebusinessengagement
Broader applica?on of change management
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1 Awarenessofneed
2 Moreresources/posiAons
3 IntegraAonwithPM
4 EstablishmentofCMOs
5 BroaderapplicaAon
6 Useofmethodology/structure
7 Leadershipsupport
8 Demandfortraining
Usedmethodology
Didnotuse
Excellent
GoodFair
Poor
Use of methodology ma)ered
11%
15%
23%
51%
0% 20% 40% 60%
Consultantprovided
Internal
Combo/hybrid
Provider/thought-leader
Methodology used
Use of methodology and structured approach
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1 Awarenessofneed
2 Moreresources/posiAons
3 IntegraAonwithPM
4 EstablishmentofCMOs
5 BroaderapplicaAon
6 Useofmethodology/structure
7 Leadershipsupport
8 Demandfortraining
Increased leadership support for CM
29%
42%
54%
72%
0%
20%
40%
60%
80%
100%
VeryineffecAve
IneffecAve ModeratelyeffecAve
ExtremelyeffecAve
SponsoreffecAveness
Percen
tofo
bjecAvesm
et/exceede
d
ü Greatersupportforchangemanagement
ü Greaterunderstandingofsponsorship
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1 Awarenessofneed
2 Moreresources/posiAons
3 IntegraAonwithPM
4 EstablishmentofCMOs
5 BroaderapplicaAon
6 Useofmethodology/structure
7 Leadershipsupport
8 Demandfortraining
74% Hada\endedcerAficaAon
86% WouldrecommendcerAficaAon
Value of cer?fica?on: ü Structuredapproachgained
ü BuildskillsandcredenAals
ü Acquirecommonanduniversaltools
ü Morelikelytoachievedesiredoutcomes
Increased demand for CM training
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1 IntegraAonwithPM
2 ConAnuedmaturaAon
3 Buildingcapability
4 RecogniAonofdiscipline
5 ExecuAveengagement
Inthedisciplineofchangemanagement
Nextfiveyears
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http://blog.prosci.com/integrating-change-management-with-project-management
ProjectManagementDesign,DevelopandDeliverSoluAonEffecAvely
ChangeManagementSoluAonisEmbraced,AdoptedandUsedProficiently
People Processes Tools
1 Integra5onwithPM
2 ConAnuedmaturaAon
3 Buildingcapability
4 RecogniAonofdiscipline
5 ExecuAveengagement
• NumberofprojectmanagersdevelopingCMskills
• RecogniAonofCMroleinprojectsuccess
Increases in:
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• InventoryyourcurrentlevelofCM/PMintegraAon
• ExpanddimensionsofintegraAon:– People– Processes– Resultsandoutcomes
– Tools– Methodology
• ProvideawarenessandeducaAontoprojectleadersandteams
• DeliveringProjectResultsworkshop– ½dayworkshopforprojectmanagersand
projectteams
• FreewebinarsonintegraAngprojectmanagementandchangemanagement– www.portal.prosci.com
Aligning with this trend Prosci resources
©Prosci.AllRightsReserved. 29
• Commitmenttostandardmethodology
• UseandsophisAcaAonoftools• Generaluseofchange
managementandconAnuedmaturaAon
1 IntegraAonwithPM
2 Con5nuedmatura5on
3 Buildingcapability
4 RecogniAonofdiscipline
5 ExecuAveengagement
Increases in:
APPLICATION
MATURATION
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• Committoastandardchangemanagementapproach
• Formalizeyourtoolset
• MonitorandencourageconsistentusagethroughcommunityofpracAce
• Licensingofmethodologyandtoolset
• Cloud-basedtoolstosupportyourapplicaAon:– PracAAonereToolkit– ADKARDashboard
– PCTAnalyzer– BestPracAcesAudit– www.portal.prosci.com
Aligning with this trend Prosci resources
©Prosci.AllRightsReserved. 31
• Internalcapabilityandcapacity• SkillsetsacrosstheorganizaAon• Changemanagementstructures
Leadership
Structure
Process Project
Skill
Prosci®ECMStrategyMap
1 IntegraAonwithPM
2 ConAnuedmaturaAon
3 Buildingcapability
4 RecogniAonofdiscipline
5 ExecuAveengagement
Increases in:
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• Assesscurrentlevelofchangemanagementmaturity
• IdenAfyareaswithopportunityforthemostgrowth
• Createastructured/intenAonalplantogrowCMcapability
• ChangeManagementMaturityModelAudit
• ECMBootCamp– Publicworkshop
• StrategicAlignmentworkshop– Onsitesession
Aligning with this trend Prosci resources
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• InternaAonalrecogniAonofCM• CareerpathsandCMjobs• Changemanagementnetworks
1 IntegraAonwithPM
2 ConAnuedmaturaAon
3 Buildingcapability
4 Recogni5onofdiscipline
5 ExecuAveengagement
Increases in:
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• Educateyourself!GetcerAfiedinachangemanagementmethodology
• ObtainyourCerAfiedChangeManagementProfessional(CCMP™)
• JoinalocalorglobalchangemanagementorganizaAon
• ProscichangemanagementcerAficaAon
• AcceleratorforChangePracAAoners– Virtualcoachingpost-cerAficaAon
• AdvancedCerAficaAonTracks– AdvancedPracAAoner– AdvancedInstructor– AdvancedDeploymentLeader
Aligning with this trend Prosci resources
©Prosci.AllRightsReserved. 35
1 IntegraAonwithPM
2 ConAnuedmaturaAon
3 Buildingcapability
4 RecogniAonofdiscipline
5 Execu5veengagement
• AwarenessofneedforCMandsponsorship
• Developmentofsponsorshipskills
• Engagementinleadingchange
Increases in:
Mfg Dist IT BU1 BU2
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• Buildawarenessforchangemanagementatseniorlevelsofleadershipasyousupportthem
• Leverageexternalexpertstoeducateandcoachseniorleaders
• Usemust-winprojectstoengageandcoachseniorleaders
• ChangeManagementProjectSupport– Onsiteandvirtualadvisingonmust-win
projects
– Coachprojectteamsandsponsorstodriveoutcomes
• SponsorBriefing– Halfday– Expertfacilitated
– Customizable
Aligning with this trend Prosci resources