prosci · copyright 2016 prosci. all rights reserved. 22 prosci webinar: building organizational...

Copyright 2016 Prosci. All rights reserved. 1

Prosci Webinar: Building Organizational Agility

© Prosci Inc. All rights reserved.

Prosci Change Management Webinar Building Organizational Agility

Research | Methodology | Training | Advisory Services

www.prosci.com | [email protected]

Prosci ®

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Prosci by the #s:9

1780%

4500+30,000+80,000+

Longitudinal studiesYears of researchFortune 100 companiesResearch participantsCertified practitionersCommunity members

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Prosci’s Mission 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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Agenda

1 Our changing world

2 Why agility matters

3 What agility means

4 Attributes of agile organizations

5 How change management fits it

3


Agenda






4





BiggerChange

8




FasterChange

9


More Complex Change

10




MoreCross

Functional11


MoreMulti-

Disciplinary

12




More Information

13


More Connected14




V.U.C.A. World

VolatilityUncertaintyComplexityAmbiguity

15


Agenda






16




CEOs said that their ability to adapt to change will be a key source of competitive advantagePWC survey of 1150 CEOs

76%

17


Executives said organizational agility was critical to business success and growing in importance over timeMcKinsey Quarterly (Sull)

9 of 10

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Respondents said that their organizations were nearing, at or past the point of saturation2015 Prosci study with 1120 change professionals

78%

19


Individuals sufferProjects sufferOrganizations suffer

2015 Prosci study with 1120 change professionals

Saturation has consequences

20




From the PMI® 2012 Pulse of the Profession™

In-Depth Report: Organizational Agility

GreaterOrgAgility

= Better Performance =

Improved Competitive Advantage

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Agenda






22




the power of moving quickly and easily; nimbleness

Random House Dictionary

[uh-jil-i-tee]Agility

25


Organizational agility: The capacity to identify and capture opportunities more quickly than rivals do

McKinsey Quarterly, Donald Sull, Competing through organizational agility

Agility [uh-jil-i-tee]

26




Take advantage of change –whether planned or unexpected – without ever letting it sideline you

PricewaterhouseCoopers, Achieving operational excellence series, How to build an agile foundation for change


27


The ability to transform information into insight in response to market movements

The Economist, Organisational agility: How businesscan survive and thrive in turbulent times


28




The result of integrating alertness to changes with a capability to use resources in responding to such changes, all in a timely, flexible, affordable, relevant manner

Hosapple and Li, Understanding Organizational Agility: A Work-Design Perspective, University of Kentucky


29


Nimble organization: one that has a sustained ability to quickly and effectively respond to the demands of change while continually delivering high performance.

Daryl Conner, The Characteristics of Nimble ExecutionDecember 20, 2010


30




An always present ability to manage multiple, complex portfolios of change

Accenture podcast, Special Report: Corporate agility, Working at the speed of opportunity


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The speed and ability of a business to identify and react to internal and external events that could and do occur.

EYGM Limited, Optimizing and balancing corporate agility for insurers, 2013


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Synthesis:

Agility definition components

1) Always present ability –in the fabric of the org

2) Out-changing the competition

3) Anticipating/tuned in to coming changes

4) Increasing speed/quickness at change

5) Both proactive (planned) and reactive (unplanned)

6) Minimal disruption/not side-lining you

33


ResponsivenessToleranceResilienceToughness

AdaptabilityReadiness

PreparednessPlasticity

Agility is a “state of being”

34




Agenda






35


Review the literature - Pillars

• PMI• PwC• Accenture• xPlane• Daryl Conner

36




PMI

Rigo

rous

cha

nge

man

agem

ent

to b

ette

r ad

apt t

o sh

iftin

g m

arke

t co

nditi

ons

Mor

e co

llabo

rati

vean

d ro

bust

ris

k m

anag

emen

t

Incr

ease

d us

e of

st

anda

rdiz

edpr

ojec

t, pr

ogra

m a

nd p

ortf

olio

pr

acti

ces

PMI® 2012 Pulse of the Profession™ In-Depth Report: Organizational Agility

37


PwC

Ant

icip

atin

gth

e fu

ture

an

d pl

anni

ng fo

r bus

ines

s op

port

uniti

es.

Focu

sing

on

inno

vati

onw

ithin

the

exis

ting

boun

darie

s of

thei

r bu

sine

sses

.

Man

agin

g ch

ange

th

roug

h pe

ople

.

Inte

grat

ing

new

bus

ines

s ca

pabi

litie

sco

ntin

uous

ly,

rapi

dly,

and

cost

effe

ctiv

ely.

Sim

plif

ying

and

inte

grat

ing

busi

ness

ac

tiviti

es s

o th

ey c

an b

e an

alyz

ed fo

r cos

t and

val

ue.

PricewaterhouseCoopers, How to build an agile foundation for change

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AccentureAn

ada

ptiv

eop

erat

ing

mod

el

Impr

oved

resp

onsi

vene

ss

thro

ugh

open

co

llabo

rati

on

Ana

lyti

csto

cre

ate

insi

ght

and

unde

rsta

ndin

g

Lead

ers

as d

rive

rsof

ch

ange

Nim

ble

wor

kfor

ce

rede

ploy

men

tth

roug

h ra

pid

re-s

killi

ng

Stra

tegi

c in

sigh

t int

o hu

man

cap

ital

Flex

ible

tal

ent

man

agem

ent

syst

ems

and

proc

esse

s

An a

dapt

ive

cult

ure

Man

agin

g ch

ange

as

a co

re c

apab

ility

Accenture, Cheese, Silverstone, Smith, Creating an agile organization

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xPlane

Clar

ity

Co-c

reat

ion

Har

mon

y

Tran

spar

ency

Visu

al a

lignm

ent

Insp

iratio

n

Actio

n

Resi

lienc

e

xPlane, DNA of Change: Design Principles for Organizational Transformation

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Daryl Conner

Inte

ntio

ns

Role

s

Impl

emen

tatio

n

Cultu

re

Lead

ersh

ip

Port

folio

Resu

lts

Daryl Conner, The Characteristics of Nimble Execution, Dec 20, 2010

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We anticipate and plan for changes

We are fast at decision making

We effectively prioritize and manage our change portfolio

We effectively initiate change efforts

We have enhanced risk management practices

We have human capital strategies supporting agility

We rapidly develop and deploy new capabilities

We encourage cross-organizational collaboration

We have reduced silos

We have an embedded CM capability42

Prosci Agility Attributes




How do you score on each?

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Prosci ® Agility Attribute AssessmentProsci research identified 10 attributes of a change agile organization. How does your organization stack up?

1 to 5 1 2 3 4 5We anticipate and plan for changes Not us at all

Not really something we do

We're doing thatWe're doing pretty

good at thatWe're nailing that

We are fast at decision making Not us at allNot really

something we do We're doing that

We're doing pretty good at that

We're nailing that


Not us at allNot really



We're nailing that

We effectively initiate change efforts Not us at allNot really



We're nailing that


Not us at all Not really something we do

We're doing that We're doing pretty good at that

We're nailing that

We have human capital (talent) strategies and practices supporting agility




We're nailing that





We're nailing that





We're nailing that

We have reduced silos Not us at allNot really



We're nailing that

We have an embedded organizational change management capability




We're nailing that

Average NA 0 0 0 0 0

Prosci ® Agility Attribute AssessmentProsci research identified 10 attributes of a change agile organization. How does your organization stack up?

1 to 5 1 2 3 4 5We anticipate and plan for changes 3 Not us at all




We are fast at decision making 2 Not us at allNot really



We're nailing that

We effectively prioritize and manage our change portfolio 1 Not us at all




We effectively initiate change efforts 4 Not us at allNot really



We're nailing that

We have enhanced risk management practices 5 Not us at all Not really

something we do We're doing that We're doing pretty


We have human capital (talent) strategies and practices supporting agility 3 Not us at all




We rapidly develop and deploy new capabilities 3 Not us at all




We encourage cross-organizational collaboration 4 Not us at all




We have reduced silos 3 Not us at allNot really



We're nailing that

We have an embedded organizational change management capability 2 Not us at all




Average 3 1 2 4 2 1







We have human capital (talent) strategies and practices supporting agility




We have an embedded CM capability

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Agenda






45


One of the 10 pillars



We effectively prioritize



We have human capital (talent) strategies and practices for agility




We have an embedded CM capability

46




Organizational CM CapabilityDNA/fabric/norm through individual competencies and

integrated CM approaches

Organizational CM CapabilityDNA/fabric/norm through individual competencies and

integrated CM approaches

Change ManagementCatalyzing individual transitions to

deliver organizational results

Change ManagementCatalyzing individual transitions to

deliver organizational results

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Change management:CHānj ‘manijmǝnt

Catalyzingindividual transitions

to deliverorganizational results

48




Change Management is about closing the gap

Requirements ResultsOutputs Outcomes

Specifications Sustainment

Installation Realization

Solutions Benefits49


Gartner BPM SummitDec 12, 2014

Prosci Webinar Feb 11, 2015

Change management is how you capture people-dependent ROI

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48%

62%70%

81%

0%

100%

Poor Fair Good Excellent

14%

32%

52%

71%

0%

100%


15%42%

76%

94%

0%

100%


Change management correlates directly with project success

6xIncrease in likelihood of meeting objectives with excellent change

management

0%

100%


Met or exceeded objectivesOn scheduleOn budget

Change Management Effectiveness

51


Enterprise Change ManagementOrg change capability

CMBuild

IndividualCompetencies

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

GeneralProjectLifecycle

Individual Change Journey

Milestones

OrganizationalChange Mgmt

Activities

Major events

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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Level 5 OrganizationalCompetency

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 MultipleProjects

Comprehensive approach for managing change is being applied on multiple projects within organization

Level 2 IsolatedProjects

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™

53


How do we infuse “being

good at change” into our DNA?

54




Change agility takes more than chatter, want to and magic

55


“I’d like three orders of change agility from page 145, please.”

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Agility is a journey

Where youare today

Where youwant to get

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Prosci SolutionDelivering organizational results by

catalyzing individual transitions

http://www.prosci.com | http://[email protected]

Build individual change competenciesApply change management on initiativesEmbed organizational change capability

http://[email protected]

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