top 3 success strategy for embedding change capabilities into your organisation
TRANSCRIPT
Pimp your Change Management - or build a change capable organisation
Presented by Catherine Smithson March 2017
Introducing Being Human • Founded in 1993 • Our mission: develop change-capable people and organisations so they achieve the benefits of change.
• Prosci Primary Affiliate Australia and New Zealand.
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“Change is the law of life. And those who look only to the past or present are certain to miss
the future.” John F. Kennedy
Topics
• Good and not so good news • Project vs Enterprise Change
Management • Famous 5 myths of ECM • Success strategies • Q&A
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The good news - many executives recognise the need for embedding change into the DNA
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76% Our ability to adapt is
a key source of competitive advantage.”
Pricewaterhousecoopers 2008
90% “Organisational
agility is critical to business success.”
McKinsey 2009
The bad news – most Execs are unclear on how to go about it
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Current Transition Future
?
? ?
?
©Prosci. Used with permission www.prosci.com
The project by project trap
• verb: pimp; 3rd person present: pimps; past tense: pimped; past participle: pimped; gerund or present participle: pimping
• informal • sell or promote (something) in an extravagant or persistent
way. E.g. "he pimped their debut album to all the staff writers at Rolling Stones”
• make (something) more showy or impressive. E.g. "he pimped up the car with spoilers and twin-spoke 18-inch alloys"
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Framing the challenge in Change Management terms
Knowledge
Ability
Desire
Awareness
Reinforcement®
©Prosci. Used with permission www.prosci.com
Where is the gap?
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Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
A D K A R
Awareness: “I understand why…” Desire: “I have decided to…” Knowledge: “I know how to…” Abillity: “I am able to…” Reinforcement: “I will continue to…”
©Prosci. Used with permission www.prosci.com
Major disconnect between Change Management at project and enterprise levels
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of participants said they apply a Change
Management methodology on projects
of participants reported that over half of the
projects in their organisation applied
Change Management 2016 Best Practices in Change Management Report.
1120 participants in 56 countries. Prosci copyright 2016
Project vs enterprise Change Management Change Management is like
building a house
Fostering individual transitions to deliver
organisational results
ECM is like designing a subdivision
Embedding change agility into the organisation so it performs today
and tomorrow
©Prosci. Used with permission www.prosci.com
Australia & New Zealand are early adopters
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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Middle East
Latin America
Europe
Asia and Pacific Islands
Canada
United States
Entire study population
Africa
Australia and New Zealand
Actively working to deploy Change Management by region
2016 Best Practices in Change Management Report. 1120 participants in 56 countries. Prosci copyright 2015.
Early adopting sectors
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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Entire Study Population
Oil and Gas
Information Services
Utilities
Retail Trade
Mining
Services - Other (except Public Administration)
Banking
Finance
Insurance
Pharmaceutical
Participants actively working to deploy by industry - above global average
2016 Best Practices in Change Management Report. 1120 participants in 56 countries. Prosci copyright 2015.
1. ECM is a capability
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Takes years to build Consistent effort and investment Short term wins/ long term payoff
Enduring when embedded Difficult for competitors to imitate
Can erode Can be difficult to change
Source: Change Power – Turner and Crawford,1998
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
3. Baseline capability - Prosci Change Management
Maturity Model™
23 ©Prosci. Used with permission www.change-management.com
Five capability areas • Leadership – who is sponsoring the deployment of Change Management?
• Application – What % of projects apply Change Management processes? What is the ‘reach’ or ‘breadth’ of application across the organisation?
• Competencies – what level of training is available for people in all roles?
• Standardisation – what is the standard approach? Who ‘housekeeps’ Change Management?
• Socialisation – How do we share success stories and maintain commitment to better managing change?
24 ©Prosci. Used with permission www.change-management.com
3. Create a multi year change capability plan
Change Capability
Year 1 Goals Year 2 Goals Year 3 Goals
1. Leadership 2. Application 3. Competencies 4. Standardisation 5. Socialisation
25 ©Prosci. Used with permission www.prosci.com
Case study 1: Good intentions, poor outcomes
Change Capability
Year 1 Goals Year 2 Goals Year 3 Goals
1. Leadership 2. Application 3. Competencies 4. Standardisation 5. Socialisation
26 ©Prosci. Used with permission www.prosci.com
Case study 2: Good planning, great outcomes
Change Capability
Year 1 Goals Year 2 Goals Year 3 Goals
1. Leadership 2. Application 3. Competencies 4. Standardisation 5. Socialisation
27 ©Prosci. Used with permission www.prosci.com
Where to find today’s presentation
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Being Human Pty Ltd page - Like us!
www.slideshare.net/beinghumanaustralia