prosci webinar 1 overiew of 2016 best practices report 050416
TRANSCRIPT
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Prosci Best Practices in Change Management, 2016 Edition
Overview of Prosci’s latest research
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• Desktop • Laptop • Tablet • Smart
phone
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Prosci Research Foundation
9 studies
17 years
4500 participants
What works? What doesn’t?
What to do differently?
0
500
1000
102
1120
1998 2015
Participants
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®
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Objectives of the Best Practices Report
1. Uncover lessons learned from practitioners and consultants so current change Management Teams can benefit.
2. Focus on what is working and what is not working
3. Emerging trends & future direction of the discipline.
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Snapshot of Australia & New Zealand participants
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Culture Global awareness
Complementary roles Change Agent Networks
Ver8cal industry customiza8on Jus8fying CM
Job roles and loca8ons Advice for new prac88oners
Complex change Aligning CM with other disciplines Measurement and metrics
Integra8ng CM and PM Readiness
Trends in CM Reinforcement and sustainment
Satura8on and porGolio management Organiza8onal change capability
Team member aIributes Resources and budgets
Resistance management Manager Role
Greatest contributors Biggest obstacles
Methodology Sponsorship
Communica8ons Training
1998 2000 2003 2005 2007 2009 2011 2013 2015
Building the body of knowledge on change management Evolution of Prosci Research
New topic area Major focus Minor focus
Key
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THE LARGEST BODY OF RESEARCH IN THE FIELD OF CHANGE MANAGEMENT
TRY A TWO-WEEK FREE TRIAL OF eBEST PRACTICES
Prosci’s comprehensive research allows you to align your change management efforts with industry best practices, optimizing your approach to achieve results. Leverage lessons learned from thousands of change and project leaders.
Access best practices and benchmark data from anywhere through the Prosci eBest Practices. Continually updated, this app contains all of Prosci’s most current and relevant research. Browse all topics to sharpen your change management skills or use the Prosci eBest Practices to find answers to your current questions.
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Agenda
• What to expect in the new 2016 Report
• New research areas • Sneak peak: Top contributors to
success • Trends in the discipline • Connecting Change Management and
business results • Change Management Maturity
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What to expect in Prosci’s new 2016
benchmarking report:
New Structure – Organization – Intro pages
New Topics – Culture – Industry – Change Agent
Networks …much more…
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New Structure: Moving away
from the report as a collection
of findings.
Moving toward a book that tells/lays out a
narrative Part Chapter Section Finding
Intro pages
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Organization:
Part
Chapter Section
Finding
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Organization:
Part Two: Change Management Application
Chapter 4: Motivation and Justification
Motivation Drivers that caused change management to be applied on the project
Par
t
Cha
pter
Sec
tion
Find
ing
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Report Parts: PART ONE: Current State of Change Management
PART TWO: Change Management Application
PART THREE: Roles in Change Management
PART FOUR: Adapting and Aligning Change Management
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PART ONE: PART ONE: Current State of Change Management
Chapter 1 Insights Foundational findings in change management benchmarking research
Chapter 2 Trends What is happening at the forefront of a maturing discipline and how it is evolving
Chapter 3 Organizational Change Capability Move past a project-by-project approach toward building change capability
PART TWO: Change Management Application PART THREE: Roles in Change Management PART FOUR: Adapting and Aligning Change Management
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PART TWO: PART ONE: Current State of Change Management PART TWO: Change Management Application
Chapter 4 Motivation and Justification Build buy-in for the results you deliver with project teams and senior leaders
Chapter 5 Effectiveness and Measurement Projects with excellent change management are six times more likely to meet objectives
Chapter 6 Methodology Increase change management effectiveness with a standard methodology
Chapter 7 Budget, Resources, Team Structure Size and secure the right resources for optimizing your efforts
Chapter 8 Change Management Activities The specific steps effective change managers take to influence project success
Chapter 9 PM and CM Integration The power of complementary disciplines working in partnership toward a goal
PART THREE: Roles in Change Management PART FOUR: Adapting and Aligning Change Management
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PART THREE: PART ONE: Current State of Change Management PART TWO: Change Management Application PART THREE: Roles in Change Management
Chapter 10 Sponsorship Active and visible sponsorship is the single greatest contributor to success
Chapter 11 Managers and Supervisors Managers and supervisors legitimize the changes impacting the teams they lead
Chapter 12 Change Agent Network Extend project support and credibility through an engaged group of advocates
Chapter 13 Consultants Strategically leverage experienced change professionals to drive change performance
Chapter 14 Complementary Roles Collaborate with internal support functions to enhance change management outcomes
PART FOUR: Adapting and Aligning Change Management
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PART FOUR: PART ONE: Current State of Change Management PART TWO: Change Management Application PART THREE: Roles in Change Management PART FOUR: Adapting and Aligning Change Management
Chapter 15 Culture and Change Management Navigate the complexity of managing change within the context of culture
Chapter 16 Customizing CM by Industry Adapt change activities to the unique challenges of your industry
Chapter 17 Aligning CM with Specific Approaches Change management intersects with Program Management, Lean, Agile and CPI
Chapter 18 Managing Complex Changes How to adapt when the project presents difficult change management scenarios
Chapter 19 Saturation and Portfolio Management Mitigate the cumulative and collective impact of an increasing volume of change
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Introduction Pages:
You are here
Punchy “why” of this chapter
Summary
Highlights
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New research areas in Prosci’s
2016 report Full webinar:
April 12
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1. Impact of culture on change management
2. Importance of cultural awareness and global literacy in change
3. Development and leveraging of change agent networks
4. Engagement of complementary roles in change management work
5. Customization of change management for vertical industry segments
6. Certification in change management
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New research areas in 2016 report
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Top contributors to success
Full webinar:
April 26
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Top Contributors to Success
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1 Sponsorship
2 Approach
3 Resources
4 Communication
5 Employee Engagement
6 Integration with PM
7 Manager Engagement
1 Sponsorship
2 Approach
3 Resources
4 Integration with PM
5 Employee Engagement
6 Communications
7 Manager Engagement
2013 2015
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Sponsor Effectiveness Directly Correlates to Project Success
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What is meant by Sponsorship?
ABCs of Sponsorship
Actively and visibly participate throughout the project
Build a coalition of sponsorship with peers and managers
Communicate support and promote the change to impacted groups
27 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
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Project teams ranked over 50% of their sponsors as having only a moderate to low understanding of their role in managing the people side of the change and graded them as “average to poor” in terms of sponsorship activities.
Research Finding
* Data from 1120 participants, 2016 Change Management Best Practices study.
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2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
© Prosci Inc. All rights reserved.
Which roles are senior leaders struggling to effectively fill?
29 2016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.
© Prosci Inc. All rights reserved.
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Trends in the discipline
Full webinar:
April 19
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Trends: 5-year Discipline
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1 Integration with PM
2 Continued maturation
3 Internal capabilities/ core competency
4 Recognized/accepted as a discipline
5 Executive engagement
6 General awareness of need and value
What are the top three trends, in the discipline of change management, that you see developing
over the next five years?
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Trends: 2-year Internal
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1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6 Use of methodology/structure
7 Leadership support
8 Demand for training
Within your organization what
three trends in change
management have you seen over the last two years?
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Connecting Change
Management and business
results
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Change Management drives results
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Of the 245 research participants who reported having excellent change management effectiveness, 94% met or exceeded project objectives
6X
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Change Management drives staying on budget
Perc
enta
ge o
f re
spon
dent
s th
at m
et o
r ex
ceed
ed
proj
ect
obje
ctiv
es
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Change Management drives staying on schedule
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Perc
enta
ge o
f re
spon
dent
s th
at m
et o
r ex
ceed
ed
proj
ect
obje
ctiv
es
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Change Management
Maturity
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Maturity Levels globally
40
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
Average: 2.59
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Maturity Levels Australia and New Zealand
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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
Average: 2.56
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Actively working to build Change Management capability
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53%
38%
8%
47% 43%
10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes No Don’t know
Per
cent
of r
espo
nden
ts
Actively working to deploy Change Management
2013
2015
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Top five steps to build Change Management capability 1. Visible leadership
support 2. Training 3. Engagement on
projects 4. Implementation
of tools and methodology
5. Demonstration of success
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Questions?
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Prosci Best Practices in Change Management 2016 Edition
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