prosci webinar - bringing structure and intent to building your enterprise change management...

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BringingStructureandIntenttoBuildingYourEnterpriseChangeManagementCapabili?esProsci Webinar

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Agenda BringingStructureandIntentto

BuildingYourEnterpriseChangeManagementCapabiliMes

1 Why ü  Velocityofchangeü  ECM“why”menu

2 How ü  Treatitasaprojectü  Current/Future

3 What ü  Buildcompetencies+Integrateapproachü  ECMStrategyMap

4 When ü  1-yearand3-yeargoalsü  AcMonplanning

5 Who ü  RolesandresponsibiliMes–ECMlevelü  RolesandresponsibiliMes–Projectlevel


BiggerChange

MoreComplexChange

MoreCrossFuncMonal

FasterChange

MoreConnected

MoreInformaMonV.U.C.A.World


Agility

Satura?on

StrategicImpera?ve

Compe??veDifferen?a?on

Cumula?veBenefits

Acommonapproach

Rememberwhen…

WHY ECM


Agility

SaturaMon

StrategicImperaMve

CompeMMveDifferenMaMon

CumulaMveBenefits

Acommonapproach

Rememberwhen…

CEOssaidthattheirabilitytoadapttochangewillbeakeysourceofcompeMMveadvantagePWCsurveyof1150CEOs

76%

ExecuMvessaidorganizaMonalagilitywascriMcaltobusinesssuccessandgrowinginimportanceoverMmeMcKinseyQuarterly(Sull)

9 of 10

FromthePMI®2012PulseoftheProfession

™In-DepthReport:Organiza9onalAgility

Greater Organizational Agility

= Better Performance =

Improved Competitive Advantage


Agility

Satura?on

StrategicImperaMve


CumulaMveBenefits

Acommonapproach

Rememberwhen…

RespondentssaidthattheirorganizaMonswerenearing,atorpastthepointofsaturaMon2015Proscistudy1120changeprofessionals

78%

IndividualssufferProjectssufferOrganizaMonssuffer2015Proscistudywith1120changeprofessionals

Saturation has consequences


Agility

SaturaMon

StrategicImpera?ve


CumulaMveBenefits

Acommonapproach

Rememberwhen…

Strategic ImperaAve

Strategyischange


Agility

SaturaMon

StrategicImperaMve

Compe??veDifferen?a?on

CumulaMveBenefits

Acommonapproach

Rememberwhen…

CompeAAve DifferenAaAon

“out-changing”asacompeMMve

advantage


Agility

SaturaMon

StrategicImperaMve


Cumula?veBenefits

Acommonapproach

Rememberwhen…

Cumulative Benefits

CMononeprojectisgood.CMonallprojectsisbeler.


Agility

SaturaMon

StrategicImperaMve


CumulaMveBenefits

Acommonapproach

Rememberwhen…

LanguageImprovementEfficiency

EffecMveness

A common approach provides


Agility

SaturaMon

StrategicImperaMve


CumulaMveBenefits

Acommonapproach

Rememberwhen…

Changesthatlookdifferentthanthe

others

WedidCMJWedidn’tL

Remember when…


37%

45%

52%

61%

65%

Level1

Level2

Level3

Level4

Level5

OrganizaMonswithhigherchangemanagementmaturityhavehigherprojectsuccessrates.

Projectsuccessratebymaturitylevel:


Takeaway

1 Why

2 How

3 What

4 When

5 Who

WhyTakeaway

Wearen’ttalkingaboutbuildingchange

managementcapability,wearetalkingaboutbuildingacrucialcorecompetency.(languageandcontextmaler)


Enterprise Change Management DNA/fabric/norm through individual competencies and

integrated CM approaches

Change management Catalyzing individual transiAons to deliver

organizaAonal results


Building Change Management Capability is a Journey

Whereyouaretoday

Whereyouwanttoget

Howarewegoingtogetthere


TransiMonState

TransiMonState

Failure Modes

2Notdefiningthefuturestate

1Nottrea?ngECMasaprojectandachange

3Notusinga

mulM-facetedapproach

CurrentState

FutureState


Project ECM as a Change

ProjectECM

CurrentState

Transi?onState

FutureState

TechnicalSide

PeopleSideStructureandIntent

BuildorganizaMonalchangemanagementcapabiliMesand

competenciestoimproveresultsandoutcomesofprojectsandiniMaMves

Goal/Objec?ve

Charter,Sponsor,Plan,SoluMon,Team,ProjectManagement,ChangeManagement

Requirements


Project ECM: Current State

ProjectECM

CurrentState

Transi?onState

FutureState

TechnicalSide

PeopleSide

Whatisthestateofchangemanagementintheorganiza?on

today?


BLUF: BoTom Line Up Front

Addclaritytomaturity

Trackprogress

Establishabaseline

Focusyoureffort

Quan?fyyourmaturity


Prosci® Change Management Maturity Model™

Level5 OrganizaMonalCompetency

ChangemanagementcompetencyisevidentatalllevelsoftheorganizaMon

andispartoftheorganizaMon'sintellectualpropertyandcompeMMveedge

ConMnuousprocess

improvementinplace

Highestprofitability,responsivenessandprojectsuccessrates

Level4 OrganizaMonalStandards

OrganizaMon-widestandardsandmethodsarebroadlydeployedformanagingandleadingchange

SelecMonofcommonapproach

Level3 MulMpleProjects

ComprehensiveapproachformanagingchangeisbeingappliedonmulMple

projectswithinorganizaMon

ExamplesofbestpracMcesevident

Level2 IsolatedProjects

Someelementsofchangemanagementarebeingappliedinisolatedprojects

ManydifferenttacMcs

usedinconsistently

Level1 AdhocorAbsent Lilleornochangemanagementapplied

People-dependentwithoutanyformalpracMcesorplans

Highestrateofprojectfailure,turnoverand

producMvityloss


Building out the Maturity Model: Capability Areas

WhatobservableaYributescanbeused

todescribethelevelofmaturity?

Leadership1

SocializaMon5

StandardizaMon4

ApplicaMon2

Competencies3


Prosci® Change Management Maturity Model™

CAPABILITYAREA1:

LEADERSHIP

CAPABILITYAREA2:

APPLICATION

CAPABILITYAREA3:

COMPETENCIES

CAPABILITYAREA4:

STANDARDIZATION

CAPABILITYAREA5:

SOCIALIZATION

Level5•  Factor1.1•  Factor1.2•  Factor1.3•  Factor1.4•  Factor1.5•  Factor1.6•  Factor1.7•  Factor1.8

•  Factor2.1•  Factor2.2•  Factor2.3•  Factor2.4•  Factor2.5•  Factor2.6•  Factor2.7•  Factor2.8

•  Factor3.1•  Factor3.2•  Factor3.3•  Factor3.4•  Factor3.5•  Factor3.6•  Factor3.7•  Factor3.8•  Factor3.9•  Factor3.10•  Factor3.11•  Factor3.12

•  Factor4.1•  Factor4.2•  Factor4.3•  Factor4.4•  Factor4.5•  Factor4.6•  Factor4.7•  Factor4.8•  Factor4.9•  Factor4.10•  Factor4.11•  Factor4.12

•  Factor5.1•  Factor5.2•  Factor5.3•  Factor5.4•  Factor5.5•  Factor5.6•  Factor5.7•  Factor5.8•  Factor5.9•  Factor5.10

Level4

Level3

Level2

Level1


Prosci Maturity Model Audit Tour Reviewing Report


Project ECM: Future State

Whatwillitlooklikewhenyou’vebuiltthe

capabili?esandcompetencies?

ProjectECM

CurrentState

Transi?onState

FutureState

TechnicalSide

PeopleSide


Future State Components

Objec?ves Metrics

VisionStatement MissionStatement

Goals


En

terprise

Enterprise Change Management Future State of OrganizaAonal Capability

Project/

IniMaM

ve

Individu

al

•  WeconsistentlymeetandexceedexpectaMonsinchange•  WeareabletohandlethechangeourorganizaMonisexperiencing•  WehavecreatedanorganizaMonalfootprintforchangemanagement

•  We(allemployees)expectchangeandareexcitedbyitandengagedinit,notfearfulofit

•  Weallsee“leadingchange”aspartofourjob;wehavetheskillstodoitandwearemeasuredonhowwellwedoit

•  Weshareacommonlanguageforchange•  Wehaveastandardchangemanagementmethodologyandfull

setoftoolstosupportitscommonandconsistentapplicaMon•  Wehaveintegratedchangemanagementintotheprojectmanagement

approachandourimprovementprocessesandsystems

•  Weappropriatelybudgetforandresourcechangemanagementonallprojects•  Wehavechangemanagementpresentatthestartofeveryproject•  WearemeasuringtheimpactofchangemanagementandareshowingtheReturnon

Investmentofmanagingthepeoplesideofchange


Using the Maturity Model Audit for Future State DefiniAon

Today:

FutureAspira?on:


Change Management a s a Core Competency

ECM=CMaaCC

TheexpectaMon,nottheexcepMon

Thenorm

Commonplace

EmbeddedinthefabricoftheorganizaMon

Partofourculture

“Whoweare,notjustwhatwedo”


Takeaway

1 Why

2 How

3 What

4 When

5 Who

HowTakeaway

Wemustscope,designandmanagetheeffortasaprojecttobesuccessful.


Enterprise Change Management Org Change Capability

ECMBuild

IndividualCompetencies

Integrate intoChanges,ProjectsandPrograms

Execs & Senior Leaders

Front-Line Associates

Middle Managers & Supervisors

Initiate Plan Design Develop Deploy

“GoLive”Kickoff

Phase3:ReinforcingChange

Phase2:ManagingChange

Phase1:PreparingforChange

A D K A R

Strategy Plans Measures

GeneralProjectLifecycle

IndividualChangeJourneyMilestones

OrganizationalChangeMgmtActivities

Majorevents

Prosci®ADKAR ®

Model

Prosci®3-PhaseProcess

Initiate Plan Design Develop Deploy Sustain


InternalizeABCofsponsors

InternalizeCLARCroleinchange

ExpectandThriveinChange

Build Individual Competencies

DesignsoluMonswithadop?on

andusageinmindExecs & Senior Leaders

Front-Line Associates

Middle Managers & Supervisors


Build Individual Competencies Research-based, Role-based Training Prosci’sHolis?cApproach KeyChangeEnablingRoles

SeniorLeadership

ChangePracMMoners

ProjectTeams

MiddleManagers

FrontLineEmployees

SponsorProgram(1/2day)

PracMMonerProgram(3day)

PMProgram(1/2day)

ManagerProgram(1day)

EmployeeProgram(1day)

Role-Based

Training

CoachingSup

port


Integrate into Changes, Projects and Programs

IniMate Plan Design Develop Deploy Sustain

RequirementatiniMaMonInventoryimpactedgroups

Definetheirchanges

Align“peopleside”andtechnicalsideac?vi?es

MeasuresuccessatbenefitrealizaMon,projectexecuMon,andindividualtransiMonlevels

Createcustomizedandscaledstrategy

ResourceCM

IntegrateCMintoprojectgates

IntegrateCMintostandardreviews


Integrate into Changes, Projects and Programs

ChangeScorecard

CMROICalcula?on

ProjectHealth

BestPrac?ceAlignment

ADKARProgress

3-PhaseProcess

IniMate Plan Design Develop Deploy Sustain

Adoptioncontribution

Installationcontribution

100%

50%

36%

Phase1PreparingforChange

Phase2ManagingChange

Phase3ReinforcingChange


Unified Value ProposiAon for ECM

Leadership

Structure

Process

Skill

Project

Prosci® ECM Strategy Map

ChangeManagementtakesChangeManagement

Currentstate

Transi?onstate

Futurestate

TechnicalSide

PeopleSide

Design

Deliver

Develop

Embrace

Use

Adopt

ResultsOutcomesSuccess


Leadership

Structure

Process Project

Skill

Prosci®ECMStrategyMap

Processe.g.Projectlaunch,Performancemanagement,Improvement

Leadershipe.g.Sponsor,Steeringcommilee,Changemgmtreviews

Skille.g.Whoneedstoknowwhat?Training,Coaching,Tools

Structuree.g.OrganizaMonalfootprint,CMO,networks,jobroles

Projecte.g.Pilots,Tiers,Departments,Regions,Triggers


Example Approach

Requirechangemanagementplansforeveryprojectinexcessof$500Kinordertoreceivefunding

Leadership

Structure

Process

Skill

Project



Example Approach

HRiniMatesaneducaMonalcampaignandthentransfersownershiptointernaltraininggroupforopenenrollmentcourses

Leadership

Structure

Process Project

Skill



Example Approach

Integratechangemanagementprocesselementsintothestandardprojectdeliveryprocess

Leadership

Structure

Project

Skill

Process



Example Approach

Traineverynewprojectteamonchangemanagement

Leadership

Structure

Process Project

Skill



Example Approach

Createachangemanagementstaffgroupatacorporatelevelthathasoversightonchangemanagementforallprojects

Leadership

Structure

Process Project

Skill



“Change Management Takes Change Management”

AudienceIdenMficaMonandDefiniMon

ApplyChangeManagement

Whohastoembrace,adoptanduse?

Whatdoes“toadoptanduse”mean?

HowarewegoingtoencouragetheadopMon

andusageofchangemanagement?


Reinforcement® to sustain the change

ADKAR® for the Change: “Doing Change Management”

“Changemanagementtakeschangemanagement”ECMfromanADKARperspec?ve

Ability to implement required skills and behaviors

Knowledge on how to change

Desire to parAcipate and support the change

Awareness of the need for change

Ability to apply change management

Knowledge on how to apply change management

Desire to parAcipate and support change management

Awareness of the need for change management

Reinforcement® to sustain change management


Takeaway

1 Why

2 How

3 What

4 When

5 Who

WhatTakeaway

Tosucceed,weneedaholisMcapproachwith

mulMpletacMcs.(Leadership,Project,Skill,

Process,Structure)


Sample Approach: 1 and 3 Year Goals with the ECM Strategy Map

Structure

Leadership

Skill

ProjectProcess


n  Whatisyouryear1goal?


Sample Approach: 1 and 3 Year Goals with the ECM Strategy Map

Structure

Leadership

Skill

ProjectProcess


n  Whatisyouryear1goal? n  Whatisyouryear3aspiraMon?


GETTINGSTARTED BUILDINGMOMENTUM SUSTAINING

Leadership

Project

Skill

Structure

Process

ECM Strategy Map: Adding Timing


Leadership

Project

Skill

Structure

Process


Leadership

Project GetaWin!

Skill

Structure

Process


Example High Level ECM Strategy Map


Leadership

Project

Skill

Structure

Process

Mapporwolio&targettop25%ofprojectspend(mulMpleprojects)

DevelopchangecapabiliMesforallpeoplemanagers

(managercompetencymap)

EmbedchangemanagementintoPMO,ITandproject

iniMaMonacMviMes

AlignchangerequirementswithprojectiniMaMonandfunding

HoldleadersaccountabletodemonstratetheABCsof

strongsponsorship

Establishchangemanagementasarequirementforanyprojectwithmediumorhighrisk

ProvideADKARawarenessforallshoresideemployees

AcMvelymanagethechangeporwolioandorganizaMonal

changesaturaMon

Createrulesofengagementtoenableunitstostartdeployment

EstablishchangeasaleadershipexpectaMon

(leadercompetencymap)

PrioriMze&target5strategicprojectsforiniMalchangefocus

Train1waveofchangepracMMonersandprojectteams+OEasneeded

Selectdeploymentleader,establishcoreteamandsteeringcommilee

Establishaprocesstoengage,developandredeployhigh

potenMals

Leadershipcommitmentstatement+top150leadersthroughSponsorBriefing


Sample Sequence of Events AL

IGN EngagementKickoffWorkshop

StakeholderInterviews

StrategicAlignmentWorkshop

DESIGN

DeploymentPlanning

EnablingInfrastructureDevelopment

ContentCustomizaMon

DEPLOY

SeniorLeadershipWorkshop

PilotIdenMficaMon

PracMMonerTraining

PracMMonerCoaching

PerformancePlaworm

SponsorWorkshop

ProjectManager/TeamTraining

ManagerTraining

EmployeeChangeAgentTraining

CharterandLaunchCMO

IntegraMonintoStandardPMMethods

IntegraMonintoExisMngChangeSystems

InfusioninJobDescripMon/Reviews


Monthly Roadmap 2017

Q1 Q2 Q3 Q4January February March April May June July August September October November December

ChangeManagementResourcing

SponsorWorkshop

Project

Enterprise Change

ManagementStrategy

BuildRoleBasedChangeCapabilityonTargetProjects

SponsorPracMMoner

ChangeManagementDeploymentPhaseI

TargetProjectEngagement

TargetProjectApplicaMon

SLTReportOut(Ask)

CustomizeMaterialsSelectProjects

ChangeManagementAwarenessBuilding

SponsorWorkshop

SponsorRe-engagement

60


Monthly Roadmap 2018

Q1 Q2 Q3 Q4January February March April May June July August September October November December

ChangePorwolioMapping

Project

Enterprise

ChangeManagementGovernanceDevelopment

PhaseII:BuildRoleBasedChangeCapabilityonMulMpleProjectsSponsor

PracMMoner+ProjectTeamsManagers+Employees

TargetMulMpleProjects

TargetProjectApplicaMon

IntegrateintoCorporateBusinessPlanningProcess

ChangeManagementIntegraMonIntoProjectDeliveryStandards

ChangeManagementCenterofExcellence

BuildEnterpriseChangeCapability

PhaseIII:BuildRoleBasedChangeCapabilityonMulMpleProjectsSponsor

PracMMoner+ProjectTeamsManagers+Employees

TargetMulMpleProjects

61


Takeaway

1 Why

2 How

3 What

4 When

5 Who

WhenTakeaway

CalendarspecificacMonstepsforge{ngstarted,buildingmomentumand

sustainingefforts.


ProjectApplica?ons

ChangeSponsors

ChangePracMMoner

CMTrainers

ProjectManagers

ProjectTeams

PeopleManagers

IndividualContributors

ProjectApplica?ons

ChangeSponsors

ChangePracMMoner

CMTrainers

ProjectManagers

ProjectTeams

PeopleManagers


ProjectApplica?ons

ChangeSponsors

ChangePracMMoner

CMTrainers

ProjectManagers

ProjectTeams

PeopleManagers


Roles and ResponsibiliAes: Two levels

EnterpriseDeployment

ExecuMveSponsor

SteeringCommilee

CoreTeam

DeploymentLeader

ChangeChampions

ProjectApplica?ons

ChangeSponsors

ChangePracMMoner

CMTrainers

ProjectManagers

ProjectTeams

PeopleManagers



What Does “To Adopt and Use Change Management” Mean For Each Group?

CHANGEMANAGEMENTRESOURCE/TEAMS

•  Applyastructuredapproach•  Developastrategy•  Customizeandscale•  Createfivechangemanagementplans

EXECUTIVESANDSENIORMANAGERS

1.  AcMvelyandvisiblyparMcipate2.  BuildandmaintainhealthycoaliMons3.  Communicatedirectlytoemployees

MIDDLEMANAGERSANDSUPERVISORS

1.  Communicator2.  Advocate3.  Coach

PROJECTTEAM •  Design,develop,delivertechnicalside•  Engageandintegratepeopleside

PROJECTSUPPORTFUNCTIONS

•  ProvideexperMse,knowledgeandtools•  Supportdesign,development,deliveryand

adopMonandusageofthechange

4.  Resistancemanager5.  Liaison


Roles & ResponsibiliAes - Project

Role NameorGroup Expecta?onChangeSponsors •  RemainacMveandvisiblethroughoutchangecycle

•  BuildguidingcoaliMonstosupportchange•  CommunicateeffecMvelythroughoutchangecycle•  Promotethevalueofchangemanagement

ChangePracMMoner •  ApplyProsci3-PhaseProcesstoprojects•  PromotetheadopMonandusageofchange

managementtools,methodsandmindset•  Deliverhighimpactresultsandoutcomesonchange

iniMaMves

CMTrainers Deliverhighimpactchangemanagementtrainingfor:•  PeopleManagers•  ProjectManagers•  ProjectTeamMembers•  Employees

ProjectManagers •  IntegratechangemanagementintoprojectexecuMon

ProjectTeams •  GainafoundaMonalunderstandingofchangemanagementprinciples

PeopleManagers •  Learnaframeworktoadapttochangeandcoachdirectreportsthroughregularandongoingchange

IndividualContributors •  Learnaframeworktoadapttoregularandongoingchangeandengageinthechangeprocess


Roles & ResponsibiliAes - Enterprise

Role NameorGroup Expecta?onExecuMveSponsor •  Rolemodelsponsorshipbehaviors(ABCs)

•  MakeitoktopublicallyinvestinChangeasavaluedriver•  Rallytheseniorleaderson-goingsupport•  Holdthesteeringcommilee&coreteamaccountable•  Furthersolidifychangeadvocatesaspartnerstobusinessleaders

inacceleraMngchange

SteeringCommilee •  BuildtheorganizaMonalnarraMvearoundchange•  Removebarriersandaddressissues•  PromotechangeacceleraMonasavaluablediscipline

CoreTeam •  EnsurearesultsdrivenapproachtoproduceROI•  Enforcetherulesofengagement•  LinkingtootherpartsoftheorganizaMon•  Definethechangemanagementbrand•  EmbedchangemanagementintoorganizaMonalsystems•  Promotechangemgmtasavaluablediscipline–tellthestory•  PrioriMzaMonofprojectsandresources

DeploymentLeader •  ResponsibleforprojectprioriMzaMonandselecMon•  ChampioncommunityofpracMcedevelopment•  Ensureprogramqualityandadherencetomethod•  ReporMngonprogress

ChangeCampions •  ChampioncommunityofpracMcedevelopment•  DemonstratethroughwordsandacMons


Centralized vs. Decentralized

ConsideraMons:CulturalleaningGeographicdistribuMonWhereisthesponsorship

NeedforstandardizaMon/flexibilityCommon/variedmaturiMesWhereareCMresourcescomingfromWhatalreadyworkshere

Centralized Hybrid Decentralized

Whichapproachisrightforyou?


Takeaway

1 Why

2 How

3 What

4 When

5 Who

WhoTakeaway

RolesandresponsibiliMesneedtobedefinedandfosteredatboththeECMlevelandthe

projectlevel.


Example ECM Journey Strategic Roadmap EnterpriseChangeManagementGoals

Enableincreasedspeedto

adop?onandsustainability

DeliverbeYerresultsandoutcomesfrom

changeefforts

Managesatura?onasaninputtoplanningandexecu?on

Buildchangeagilityto

becomeaHighPerforg

Establishacommon

languageforchange

Thegoalswillbeachievedthroughtheini?a?veswithinafouryearroadmap2017 2018 2019 2020

Land&Stand•  Gainbuyinfrom

seniorleaders•  Establishchange

leadershipdeploymentstrategy

•  PrioriMze&selectiniMaltargets

•  DevelopiniMalchangeleadershiprolesandcompetencies

•  Standupchangemanagementmethodologyandtoolset

Deliver&Expand•  Engagethrough

arolebasedchangemanagementapproach

•  DeliverresultsontargetchangeiniMaMves

•  ExpandapplicaMontomoreoftheorganizaMonalchangeporwolio

•  DevelopfurtherrolebasedcapabiliMes

•  EstablishcommunityofpracMce

Deploy&Embed•  Deploychange

resourcesonstrategicprojects

•  EmbedchangeleadershipintoorganizaMonalstandards

•  InsMllchangeasaleadershipcompetency

•  AssesstransiMonofchangeresourcesintobusinessunits

•  Driveenterprisechangematurity

Sustain&Advance•  Sustainchange

outcomes•  Engagelarger

communityofpracMce

•  Alignchangeresourcesinsidebusinessunitsasappropriate

•  ConMnuetodriveenterprisechangematurity


CreateacustomsoluMonwithProsci

ECMBootcamp

Licensing

AdvancedDeploymentLeader

AdvisoryServices

•  Contentandtools•  Customize•  Integrate•  Standardize•  Scale

•  StrategicAlignmentWorkshop•  Project/IniMaMveSupport•  CommunityofPracMceSupport•  ChangePorwolioDevelopment

•  AdvancedcerMficaMon•  Personal/professionaldevelopment•  Capabilityarchitects•  Innovators/earlyadopters

•  1-dayworkshop•  Jumpstartyourcapabilitystrategy•  May11,2017;Sept14,2017;Nov16,2017•  Onsiteavailable:[email protected]

OpMonsforindividualsandorganizaMons


Where to find today’s slides with poll results

73

BeingHumanCompanyLinkedinProfile–Followus!

BeingHumanPtyLtdpage-Likeus!

ForrecordedWebinars,visitwww.portal.prosci.com

www.slideshare.net/BeingHumanAustraliaSlidesavailable(norecording)FollowusfornoMficaMonsonnewposts

Prosci Solution

DeliveringorganizaMonalresultsbycatalyzingindividualtransiMons

hlp://www.prosci.com|hlp://blog.prosci.comchangemanagement@prosci.comBuildindividualchangecompetencies

ApplychangemanagementoniniMaMvesEmbedorganizaMonalchangecapability

hlp://[email protected]

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