prosci change maturity community of practice webinar

Are we there yet?

Tips for measuring change maturity

Presented by Catherine Smithson July 2016

Change Community of Practice Webinars

Introducing Being Human • Founded in 1993 • Our mission: develop change-capable people and organisations so they achieve the benefits of change.

• 10th anniversary as Prosci’s Primary Affiliate in Australia and New Zealand.

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Agenda

• Why measure change maturity?

• Snap shot of Best Practices

•  Tools you can use •  Top Five Tips • Q&A • Your experiences?

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Why measure change maturity?

• Baseline organisation as a prelude to starting the change-agility journey

• Build shared understanding of “what good looks like”

• Data to show progress • Share successes and lessons learned

• Roadmap for building an ECM Plan

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Get visibility with Executives and key decision makers with facts and data

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• Executives are often the drivers of ECM initiatives •  Employee engagement

results •  Culture Assessment Results •  Capability to deliver major

strategy and programs •  Risk Management •  Other triggers?

•  Both a blessing and a Curse! an opportunity!

Executives dilemma with ECM

Saying

“We need to become more…. (Tick one) q  agile q  adaptable q  change-able q  change-ready q  successful with change q  other?

Thinking

•  “I know we need it, but I don’t know what it looks like or how to get there”.

•  “I don’t want to create a Change Management bureaucracy

•  I want change to be “leader led”, not by armies of Change Managers

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A maturity audit can deliver for Executives 1.  Data - high to granular

level 2.  Organisational and

business unit view 3.  Familiar 5 level maturity

scale 4.  Clear definitions (not

debates and jargon) 5.  Actions for building

capability based on best practices

6.  Invest in the areas that will provide best returns

7.  Cost effective – not long, costly consulting project

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Use the right tool Assess quality of Change

Management effort on projects

Prosci eBest Practices Audit • Evaluate your project

against the top 7 contributors to change success

• Start up for planning • Mid project health check • Post implementation

review

Assess organisational change maturity

• Change Management Institute: Organisational Change Maturity Model www.change-management-institute.com

• Prosci Change Management Maturity Model Audit www.portal.prosci.com

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Tools you can use to measure maturity: CMI Organisational Change Maturity Model

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Strategic

Change leadership

Business Change Readiness

Project Change Management

CMI Organisational Change Maturity Model

• Level 3 – Project Sponsorship, Executive are tracking Change, KPI’s and prioritisation processes in place.

• Level 4 – Organisational Change leadership, accurate feedback constant assessment to change targets

• Level 5 – Executive change office, Board reporting, Agile project governance.

• Level 2 – Repeatable communication and training processes available for business

• Level 3 – Business Units have view of Project change (Heat Map) & ability to influence approach

• Level 4 – Standards are in place to rollout change quickly & consistently, Feedback to adjust & manage effectiveness

• Level 5 – Businesses areas are comfortable with constant change, leaders and managers effectively driving.

• Level 1 - Ad-hoc project Change Management (focus on Comms & training) • Level 2 – Change Managers on projects, Change methodology in place, most projects using.

• Level 3 – Change & Project methodologies linked, Change training for Project Managers.

• Level 4 – Projects designed and assessed around Change management vision & inputs

• Level 5 – Smaller initiatives constant assessment of an ongoing Change portfolio

Project Change Management

Implementation (What/Who?)

Strategic Leadership Driving

(Should/Why?)

Business Change Readiness Receiving

(How/When?)

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

Prosci Change Management Maturity Model™

12 ©Prosci. Used with permission www.change-management.com

Prosci Change Management Maturity Audit

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2.06

0

1

2

3

4

5

Prosci® Change Management Maturity ModelTM Audit

Level

Level

Level

Level

Level

Overall Change Management Maturity Model Audit Score

2.882.38

1.582.08

1.40

0

1

2

3

4

5

Capability Area 1:

Leadership

Capability Area 2:

Application

Capability Area 3:

Competencies

Capability Area 4:

Standardization

Capability Area 5:

Socialization

Prosci® Change Management Maturity ModelTM AuditLevel

Level

Level

Level

Level

©Prosci. Used with permission www.change-management.com

Gap analysis

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1.89

0

1

2

3

4

5

Prosci® Change Management Maturity Model Audit

Level

Level

Level

Level

Level


2.501.88

1.582.08

1.40

0

1

2

3

4

5

Capability Area 1:

Leadership

Capability Area 2:

Application

Capability Area 3:

Competencies

Capability Area 4:

Standardization

Capability Area 5:

Socialization

Prosci® Change Management Maturity Model AuditLevel

Level

Level

Level

Level

4.27

0

1

2

3

4

5

Prosci® Change Management Maturity Model Audit

Level

Level

Level

Level

Level


4.504.13 4.17 4.33 4.20

0

1

2

3

4

5

Capability Area 1:

Leadership

Capability Area 2:

Application

Capability Area 3:

Competencies

Capability Area 4:

Standardization

Capability Area 5:

Socialization

Prosci® Change Management Maturity Model AuditLevel

Level

Level

Level

Level

How far are you from where you

want to go?

How will you close the gap?

Research update Prosci 2016 Best Practices in Change Management Benchmarking Report

15

9%

40%

37%

12%

2%

0% 10% 20% 30% 40% 50% 60%

Level 1

Level 2

Level 3

Level 4

Level 5

Percent of Respondents

Organisational Maturity 2016 - All countries

Prosci 2016 Best Practices in Change Management Benchmarking Report. 1120 participants in 56 countries. Prosci copyright 2016

Change Management maturity by region Region

(plus % of study participants from region) Average Maturity Level

All regions (100%) 2.59 United States (35%) 2.70

Europe (15%) 2.37

Canada (15%) 2.57 Australia and New Zealand (24%)

2.56

Africa (4%) 2.89 Asia and Pacific Islands (4%) 2.65

Latin America (2%) 2.67

Middle East (1%) 2.64


Level of maturity Australia & NZ


11%

38%

37%

11%

3%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Level 1

Level 2

Level 3

Level 4

Level 5

Percent of Respondents

Organisational Maturity 2016 Australia and New Zealand

• Be clear about why you are even measuring Maturity and what you are aiming for

•  It is a project - needs to be established correctly.

• Completing a Maturity audit can be helpful - be careful you are not out on a mission on your own.

• Bring others into the idea that it could be good to raise our maturity to target xyz benefits.

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Top Tips for Conducting a Maturity Audit

Top Tips for Conducting a Maturity Audit • Choose the group carefully

•  Who sees first hand the way the organisation does change management across projects and BAU change?

•  Who are the “impacted groups” /stakeholders for building change agility?

•  Who needs to have ownership of the roadmap for ECM?

•  Who “owns” change capability across all dimensions?

• Prepare the group with communications about the reason for the Audit, their role, what will happen next

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• Have a Sponsor to build Awareness and Desire. Find WIIFMs:

•  Baseline our current state, across organisation and by business unit

•  Benchmark against other organisations

•  Identify areas of focus that will enable strategy execution

•  Shared understanding of what “good” looks like

•  Start defining Future State, where we want to be by when

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•  Use a Facilitator and focus on the discussions, examples of what’s working where and why, barriers – capture these - it’s NOT about the scores

•  Break down into business units rather than agree meaningless averages for organisation

•  Ask: what are the ‘signs’ of your current maturity and how do they help or not achieve your business objectives?

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Mistakes to avoid

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• Diving into detail about the scores.

•  Imbalance of negatives and positives.

• Confusing project based Change Management vs organisational capability.

More info

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§  Download your free Prosci Change Management Maturity Audit Reference Guide from www.prosci.com

§  Being Human www.beinghuman.com.au

§  Prosci www.change-management.com Visit the Tutorials page

§  Change Management Institute www.change-management-institute.com

§  Association of Change Management Professionals www.acmp.info/

§  Free trial of Prosci Maturity Audit from www.portal.prosci.com

§  www.beinghuman.com.au

§  www.prosci.com

§  www.change-management-institute.com