prosci methodology overview: an integrated approach to deliver results

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Essen/als of Change Management Series UnderstandtheWhy,WhatandHowofChangeManagement

HowtoApplytheProsciADKARModel

February8thand9th

ADKAR®Exercise5

Impactedgroups

R easons

Connections

R ealiz ationandimpact

Changemanagementapproach

4

3

21

5TenetsofChangeFebruary1stand2nd

BlankPageExercise


DefiningWhya

StructuredMethodology

UnderstandingtheProsciIntegratedApproach

ApplyingtheProsci

MethodologytoDeliverResults

PROSCIMETHODOLOGY:OVERVIEW


DefiningWhya



ApplyingtheProsci




Data on Use of Methodology

0%

20%

40%

60%

80%

'03 '05 '07 '09 '11 '13 '15

PercentofparVcipantsusingastructuredapproach

44% Provider/Thought-Leader(Prosci)

7% Provider/Thought-Leader(Other)

23% Combo/Hybrid/Mixture

15% InternallyDeveloped

11%ConsultantProvided

51%

23%

15%

11%

44%

7%


Data on Outcome of Methodology Use

0%

20%

40%

60%

80% Usedamethodology

Didnotuseamethodology

59%“good”or“excellent”changemanagement

38%


Structuredchangemanagementapproachwasthe#2overall

contributortosuccessinthe2016BestPracVces


ApplyingtheProsci



DefiningWhya




Successfulchangecanbemodeledandrepeated

Methodology Founda/on

Processes,toolsandprinciples(i.e.methodologies)existtodrivesuccessfulchange


1

2

3

4

5

Wechangeforareason.

OrganizaVonalchangerequiresindividualchange.

OrganizaVonaloutcomesarethecollecVveresultofindividualchange.

Changemanagementisanenablingframeworkformanagingthepeoplesideofchange.

Weapplychangemanagementtorealizethebenefitsanddesiredoutcomesofchange.

Prosci Five Tenets of CM


AwarenessA

DesireD

KnowledgeK

AbilityA

Reinforcement®R

The Five Building Blocks for Successful Change


ADKAR Defines Success: For One Person or Organiza/on-Wide Changes

Ortwentypeople…

Orfivepeople…

Changewithoneperson

Or1000people…


HowdoweconnecttheindividualtotheorganizaYon?


Prosci® 3 - Phase Change Management Process

Input:AchangetohowtheorganizaVon

operates

Why?Todevelopacustomizedandscaled

approachwiththenecessarysponsorshipandteamstructure.

Why?TocreateandimplementplansthatwillmovetheorganizaYonandindividualsthroughchange.

Why?Toensurethatthechangeisadopted

andsustained.


Successful change requires both the technical and people sides

Currentstate

TransiYonstate

Futurestate

TechnicalSide

PeopleSide

ResultsOutcomesSuccess

Design

Deliver

Develop

Embrace

Use

Adopt


Research Results

ProacYve(notfirefighYng) “AdopYonandusage”fromthebeginning



DefiningWhya



ApplyingtheProsci



Applies to Any Business Change That Impacts How Employees Do Their Jobs

BusinessProcessDesign

Technology/SystemUpgrades

Restructuring

SixSigma

AcquisiYonsandMergers

ExpansionorDownsizing

BusinessModelChanges/NewVentures

NewMarkeYngCampaigns

ChangesThatImpactSuppliers

ChangesThatImpactCustomers


Connec/ng Change Management to Business Results

ProjectName Purpose ParYculars People

Whatistheproject?

Whywearechanging?

Whatwearechanging?

Whowillbechanging?

Whatdoesthislooklikeforyourproject?

ApplicaYon


A Couple of Real-World Project Examples

ProjectB:FinancialServices

ProjectA:Oil&Gas

BusinessProcessDesign

Technology/SystemUpgrades(Office365andSharePointOnline)

ExpansionthroughAcquisiYon

ChangesThatImpactCustomers

ReplacementofExisYngIntranet

NewProcessWorkflows(ContentContribuYonandConsumpYon)



Phase3:ReinforcingChange

Phase2:ManagingChange

Phase1:PreparingforChange



Why?Todevelopacustomizedandscaledapproachwiththenecessarysponsorshipandteamstructure.


WhatChangeCharacterisVcs

WhoOrgAhributes




SituaYonalAwareness

ChangeResistant

ChangeReady

Mediumrisk Highrisk

Lowrisk Mediumrisk

Small,Incremental

Large,DisrupYve

Organ

izaY

onalAhrib

utes

ChangeCharacterisYcs


Each Group Is Affected Differently Theaspectsofaperson’sjobthatareimpactedbythechange

determinethedegreeofimpactforeachgroup

Processes

Tools

SystemsCompensaVon

PerformanceReviews

ReporVngStructure

CriVcalBehaviors

JobRoles

LocaVon

Mindset/Ajtudes/Beliefs

AspectsofaPerson’sJobYouCanImpact

DegreeofImpact

HR IT

MarkeVng Sales


Prosci® Impact Index Tool





SpecialTacYcsAnYcipatedResistance

Situa/onal Awareness

ApplicaYon


Suppor/ng Structures: Team/Resource Phase3:

ReinforcingChange



PMCM

PM&CM

PM CM

PMCM

CM

CollaboraYon

Cross-training

SharedGoal

ComplementaryDisciplines


Suppor/ng Structures: Sponsorship Phase3:

ReinforcingChange



BohomsUpApproach–StartwithgroupsidenYfiedin“Groups”secYonofBlueprint

SponsorAssessmentDiagram

Mfg Dist IT BU1 BU2


Change Management Strategy Phase3:

ReinforcingChange



RiskProfile

SpecialTacVcs

ReadinessAssessments

SponsorModel

AnVcipatedResistance

TeamStructure








Why?TocreateandimplementplansthatwillmovetheorganizaYonand

individualsthroughchange.


If we do not support and equip individual transi/ons, then our future state looks nothing

like the future state we expected

F F F F

F F F

F F

F

F F

F F F F F

F F F F F

F F F F F

F F F F F

F F F F F

Insteadof


Five Plans Phase3:

ReinforcingChange



SponsorRoadmap CoachingPlan

ResistanceManagementPlan

CommunicaVonsPlan

TrainingPlan


Customizing Your Plans

ChangeResistant

ChangeReady

Mediumrisk Highrisk

Lowrisk Mediumrisk

Small,Incremental

Large,DisrupYve

Organ

izaY

onalAhrib

utes


Resistan

t

Small,incrementalchangetochangeresistantorganizaYon

Large,radicalchangetochangeresistantorganizaYon

Inthisareaofthetable,keyfactorsarelistedforyoutoconsiderbasedonthesizeofthechangeandtheorganizaVonahributesoftheimpactedgroups.

HighestRiskArea

Read

y

Small,incrementalchangetochangereadyorganizaYon

Large,radicalchangetochangereadyorganizaYon

LowestRiskArea

Small Large

Organ

izaY

onalAhrib

utes


Foreachplan,consider:

Sizeandtypeofchange AhributesoftheimpactedorganizaVon


Communica/ons Plan Phase3:

ReinforcingChange



Mostcommonlyintegratedtoolin2016studyresults

Sendstherightmessage

Totherightaudience

AttherightYme

Throughtherightchannel

Fromtherightsender


Sponsor Roadmap Phase3:

ReinforcingChange



FulfillThreeRoles

Coaching

AcYveandVisibleParVcipaVon

BuildandMaintainCoaliYon

CommunicateDirectly

DirecVonBehind-the-scenesAssistance


Coaching Plan Phase3:

ReinforcingChange



FulfillFiveRoles

Communicator

Liaison

Advocate

ResistanceManager

Coach

One-on-oneUsingADKAR®asaguide

IndividualCoaching

WithenVreteamIncludeskeycommunicaVons

GroupCoaching


Training Plan Phase3:

ReinforcingChange



F

F F F

F F

F

F

F

F

F

F

F FF F

KanerA&DADKAR

DocumenttherequirementsforindividualsduringthetransiVonandfuturestates1

Ensuretrainingoccurswithpropercontext2

TypicallyNOTdesigninganddeliveringthetraining(wehavetrainingdepartmentsforthat)3


Resistance Management Plan Phase3:

ReinforcingChange



ResistancePrevenVon

1ProacVveResistance

Management

2ReacVveResistance

Management

3





CUSTOMIZED SCALED TARGETEDALIGNEDWITHBESTPRACTICES

CommunicaVonsPlan

SponsorRoadmap

CoachingPlan

TrainingPlan

ResistanceMgmtPlan


Connec/ng Organiza/on Change to Individual Change

A D K A RCommunicaVonSponsorshipCoachingTrainingResistanceManagement








Why?Toensurethatthechangeisadoptedandsustained.





TransferofOwnership

SuccessCelebraVonGapIdenVficaVonComplianceAudits

ReinforcementMechanisms





Prosci Change Scorecard

BasedonyearsofbenchmarkingresearchconductedbyProsci

ProsciChangeMeasurement

Scorecard™composedofthreelevels

•  OrganizaVonalPerformance•  IndividualPerformance

•  ChangeManagementPerformance

Timeframemeasurementsusedtocreatea

holisYcassessmentofCMimpact



Output:

ChangeManagement

Strategy

ChangeManagement

Plans

ReinforcementandSustained

Change

Input:AchangetohowtheorganizaVon

operates


Foreshadowing TheWorkStreamsAreWhatWeCanIntegrateintotheProject

Plan

IniVate Plan Design Develop Deploy

KickOff "GoLive"




Strategy CommunicaYonsPlan Sustainment

SponsorRoadmap

CoachingPlan

TrainingPlan

ResistanceManagementPlan

A D K A R


Prosci’s Value Proposi/on TohelpindividualsandorganizaYonsbuildinternalchange

managementcapabiliYesthroughthedevelopmentanddeliveryoftoolsandmethodologiesthatare:

HolisVcResearch-based Easy-to-use


DefiningWhya



ApplyingtheProsci




ProsciMethodologyOverview:AnIntegratedApproachtoDeliverResultsProsci Webinar

prosci methodology overview: an integrated approach to deliver results

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