prosci webinar: the holistic approach to change management - insights and innovations

TheHolis*cApproachtoChangeManagement-InsightsandInnova*onsSusie Pa)erson Director of Research and Development @SusieEPa)erson

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Research Founda<on

Innova<ve Topics

Daily Applica<on

CulturalAdapta*ons

IndustryImpact

ChangeAgentNetwork


Research Founda<on

Innova<ve Topics

Daily Applica<on

CulturalAdapta*ons

IndustryImpact

ChangeAgentNetwork


Why research?

For Prac<<oners

Applylessonslearnedfromotherprac**onerstodrivesuccess

Benchmarkagainstotherorganiza*onsandindustries

Gaincredibility

Expandprac*cewithnewtopicsandtac*cs

For Prosci

AvoidcommonpiMalls

Relyontheexperienceofothers,notthetheoriesofothers

Answer:“whydosomechangessucceedandothersfail?”

Driveabestprac*ces-basedmethodologyandsuiteoftools

Provideobjec*ve,groundedguidance

Contributetothechangemanagementdiscipline

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Prosci Research Founda<on

9BestPrac*cesstudies17years4500par*cipants 0

500

1000

102

1120

1998 2015

Par*cipants


Share your insights now: prosci.com/study


Greatestcontributors Biggestobstacles

Methodology Sponsorship

Communica*ons Training

1998

Resistancemanagement

ManagerRole Greatestcontributors

Biggestobstacles Methodology Sponsorship


19982000

Resourcesandbudgets Resistancemanagement




199820002003

Organiza*onalchangecapability Teammembera^ributes

Resourcesandbudgets Resistancemanagement




1998200020032005

Reinforcementandsustainment Satura*onandporMoliomanagementOrganiza*onalchangecapability

Teammembera^ributes Resourcesandbudgets

Resistancemanagement ManagerRole




19982000200320052007

Measurementandmetrics Integra*ngCMandPM

Readiness TrendsinCM

Reinforcementandsustainment Satura*onandporMoliomanagementOrganiza*onalchangecapability






199820002003200520072009

Jobrolesandloca*ons

Advicefornewprac**oners Complexchange

AligningCMwithotherdisciplines Measurementandmetrics

Integra*ngCMandPM Readiness

TrendsinCM Reinforcementandsustainment

Satura*onandporMoliomanagementOrganiza*onalchangecapability






1998200020032005200720092011

Jus*fyingCM Jobrolesandloca*ons

Advicefornewprac**oners Complexchange

AligningCMwithotherdisciplines Measurementandmetrics









19982000200320052007200920112013

Culture Globalawareness

Complementaryroles ChangeAgentNetworks

Ver*calindustrycustomiza*on Jus*fyingCM

Jobrolesandloca*ons Advicefornewprac**oners

Complexchange AligningCMwithotherdisciplines Measurementandmetrics





Resistancemanagement Managerrole




199820002003200520072009201120132015

Building the body of knowledge on change management Evolu<on of Prosci Research

NewtopicareaMajorfocusMinorfocus

Key


Approach from 2016 Forward

CoreFindings(Biennial)

Publishedseparately


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Research Founda<on

Innova<ve Topics

Daily Applica<on

CulturalAdapta*ons

IndustryImpact

ChangeAgentNetwork

CulturalAdapta=ons


Whataspectsofandorganiza*on’sculturehavethebiggestimpactonhowchangeshappen?

IndividualismvsCollec=vism Thedegreetowhichpeopleactinwaysthatbenefitthemselvesorthegroup

PowerDistance Thedegreetowhichpowerisdistributedequallyorunequallythroughoutaculture

UncertaintyAvoidance Howmuchacultureseekstoavoidandmi*gateuncertainty

Asser=veness Thedegreetowhichapersonisexpectedandallowedtoadvocateforthemselves

PerformanceOrienta=on Thedegreetowhichhighperformance,standardsandstrivingforexcellencearerewarded

Emo=onalExpressiveness Howmuchorhowli^lepeopleareexpectedtodisplaytheiremo*onalstateinaprofessionalenvironment

Sixculturaldimensionsstudied

Cultural Adapta<ons

Thesedimensionswereiden-fiedfromotherthoughtleaders’worksonculturala8ributes:GLOBE,Hofstede,Trompenaar


Par*cipantsprovidedthreedatapointsforeachofthesixculturaldimensions:

ExampleForPowerDistance,whereareyouonthespectrum?

Low Moderate High

Becauseofyourplaceonthespectrum,whatwerethe:Specificchallengesyouface:Uniqueadapta*onsyoumake:

Your specific challenges

Your unique adaptations

Cultural Adapta<ons


PowerDistance

Low Moderate High

Specificchallenges1.   Impairedcommunica=on:Duetoextensiveaccess,informa*onojenskippedlevelsoftheorganiza*onwhichresultedinrepea*ng

informa*onseveral*mes.Informalcommunica*onsledtorumorsanddecreasedthecredibilityofinforma*onsurroundingchange.

2.   Increasedresistance:Lowpowerdistancestructuresresultedinalargeamountofresistancebecauseindividualsfromalllevelsoftheorganiza*onconstantlychallengedideas.Employeesojendidnotadheretochanges,andmessageswerenotuniformacrosstheorganiza*on.Conflictsarosebetweenlevelsofmanagement,andproduc*vitysufferedconsequently.

3.   Decreasedproduc=vity:Produc*vitydecreasedduetomore*mebeingspentongainingbuy-in,lackofgovernanceandslowerdecisionprocesses.

Uniqueadapta=ons1.   Increaseengagement:Employeeengagementwasachievedwithanincreaseinfunc*onsandmee*ngsthatwereusedtoensure

alignmentoftheorganiza*onacrossalllevels.Thequan*tyofmee*ngsensuredthatemployeeshadmul*pleopportuni*estoencounterandengagewiththechangeproject.

2.   Structurecommunica=onchannels:Communica*onchannelsneededtobeiden*fiedupfronttoprovideaconsistentapproachfortailoringmessagesandtoopenstructuredfeedbackfromindividuals.Communica*onplansrequiredconsistencyandfrequency,socontentcouldbeadjustedtoincorporatethetopicsiden*fiedfromfeedback.

3.   Enhancechangemanagementplans:Par*cipantsinlowpowerdistanceorganiza*onsaddedstructuretochangemanagementbyplacingstakeholdersinkeyposi*ons,includingestablishingguidelinestoensurealllevelswerebeingcommunicatedwithandclearlydefiningrolesandresponsibili*es.

Cultural Adapta<ons


Specificchallenges1.   Decreasedabilitytodrivechange:Leadershiphadadecreasedcapabilitytodirectchange,hadtoputmoreeffortintogainingbuy-

inforchangeandhadtoengagemanagersmorethoroughly.

2.   Increasedresistance:Resistanceoccurredbecauseseniorleadersdidnotaccountforemployees’inputandconcernswhendealingwithissuescenteredonchange.Employeeswerethenmorelikelytoresistanyaspectofchange.Seniorleadersappearedtothinktheyhadmoreswayoveremployeesthantheydid.

3.   Poorstructure:Par*cipantswithmoderatepowerdistanceorganiza*onsreportedaneedtotailorchangeplansmorespecificallytogroupsasopposedtousingauniformapproach.Crea*ngindividualplansrequiredmore*meonthechangemanager’spartandloweredtheeffec*venessofmasscommunica*onregardingchange.

Uniqueadapta=ons1.   Balancecommunica=on:Par*cipantsexpressedtheneedtoestablishbalancedcommunica*onduringchangemanagement.Open

andhonestfeedbackwasbalancedwithaclearboundaryandunderstandingof“whohasthefinalsay.”

2.   Gainbuy-in:Par*cipantsreportedpunngmoreefforttowardgainingemployeebuy-in.Awarenessoftheneedforandimportanceofchangemanagementwascreatedbyusingmoremee*ngsandteamac*vi*es.Otherac*vi*estogainbuy-inincludedvisiblesponsorshipengagement,involvementofkeystakeholders,crea*onofplansforvariousgroupsanddemonstra*onofthevalueofchangemanagement.

3.   Empowersponsors:Sponsorsinmoderatepowerdistanceorganiza*onswereencouragedtotakechargeofchangeasanadap*ontotheposi*ononthepowerdistancespectrum.Empoweredsponsorsbridgedthegapbetweenleaders’direc*onandemployees’concernsandfeedback.

PowerDistance

Low Moderate High

PowerDistance

Low Moderate High

Cultural Adapta<ons


PowerDistancePowerDistance

Low ModerateLow ModerateLow Moderate High

Specificchallenges1.   Restrictedcommunica=on:Par*cipantsiden*fiedtoofewandpoorlevelsofcommunica*onoccurringinhighpowerdistance

organiza*ons.Alargegapwasdescribedbetweenseniorleadersandfrontlineemployeeswhichresultedinalossofproduc*vityandincreased*meforimplementa*on.Fearamongemployeesandexecu*vesappearingunapproachablewereprimarylimita*onstocommunica*onfromlowerlevelstoexecu*ves.

2.   Isolateddecisionmaking:Isolateddecisionmakingwaschallenging.Execu*vesmadedecisionswithoutconsideringtheimpacttoemployees.Consequently,thealignmentoftheorganiza*onsufferedbecausedifferentlevelsandgroupshaddifferentdirec*ons.

3.   Lackofemployeeengagement:Lackofcommitmentandtrustwereotherchallengesfororganiza*onswithhighpowerstructures.Passiveresistanceresultedfromtheseissuesbecauseemployeesfeltpowerless,unheardandnotcaredabout.Resourceshadtobereallocatedtoaccountfortheseavoidableproblems.

Uniqueadapta=ons1.   Communicateopenlyanddirectly:Par*cipantsreportedusingexecu*veandseniorleadersmoreojenduringcommunica*ons.

Higher-levelleadershiplentauthoritytocommunica*on,andresistantemployeesweremorelikelytoadoptchangewheninstructed.

2.   Engageleadership:Leadershipvisibilityandengagementensuredthatimpactedgroupsunderstoodthatcompanyleadershipwassuppor*veofandbehindchangefromthebeginning.Earlyleadershipinvolvementencouragedandpromotedearlyadopters.

Cultural Adapta<ons


Iden*fywhereyourteamororganiza=onfallsonthesixculturaldimensions

Applying this research:

Adaptyourapproachtoaccommodateculturalnorms

AvoidcommonpiMallsWorkmoreeffec=velyincross-culturalprojectsandorganiza*ons

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IndustryImpacts


Marketchanges

Technologicalchanges

Opera*onalchanges

Organiza*onalchanges

Four types of expected change: 24 ver<cals:

Industry Impacts


 Market   Opera*onal   TechnologicalRegula*onsand

governmentoversight

Newmarketemergence

Changesindemandrelatedtocustomerexpecta*ons

Tradi*onalmarketsclosing

Increasedcompe**on

Changestocustomer/userrela*onships

Shijingpriori*esandbusinessstrategies

Consolida*onofopera*onsandfocusonprofitability

Digitalbanking

Automa*on

Increasedneedforcybersecurity

Banking


  Market   Opera*onal   BudgetaryIncreaseincompe**on

Consolida*on

Increaseingovernmentregula*ons

Changetodemand

IncreasedemandforeLearningandvirtual

products

Changestocurricula

Changestostudentrela*ons

Increaseddiversity

Shijingstudentdemographics

Increasedcollabora*onwithcommercialsponsors

Budgetchanges

Changestofederal/statefunding

Educa<on Services


 Technological   Organiza*onal  Opera*onalDigitaliza*on

Updatestocomputersystems

Virtualtools

CloudeLearningmodules

Reducingemployeeheadcount

Increaseinpriva*za*on

Increaseinoutsourcing

Neworrestructuredbusinessmodel

Changestopriori*es

Changestouser/ci*zenrela*onships

Leadershipdevelopment

Increasedneedforemployeeengagement

Government – State


  Paradigm   Technological   BudgetaryIndividualorself-managed

healthcaremodel

Increasedregula*onsandlegisla*on

Consolida*onthroughM&A

Standardiza*onofpa*entcare

Electronicrecords

Newdrugs

Pa*entcaretechnology

Automa*on

Budgetcuts

Lossoffunding

Movetowardprofit-focusedbusinessmodels

Health Chare


Group1 HealthCare Educa*onalServices

Group2Government–Federal

Government–State

Government–Local/Municipal

Group3Banking

Finance

Consul*ng

Insurance

Group4Informa*onServices

Telecommunica*onsProfessional,Scien*fic,TechnicalServices

Group5

OilandGas

Manufacturing

U*li*es

RetailTrade

ConsumerGoodsandManufacturing

Challenges and adapta<ons for CM by industry grouping


Group1 HealthCare Educa*onalServices

Industry-specificCMchallenges1.Autonomousnatureofemployees 2.Lackofdesignatedresources

•  Highdegreeofautonomy•  Independentthinking•  Donotacceptchangeatfacevalue•  Requireconvincingandclearevidence

•  Lackofchangemanagementbudget•  Lackofdedicatedchangeprac--oners•  Lackofchangemanagementtraining•  Timeawayfromdailypriori-es

Industry-specificCMadapta=ons1.Alignmentwithemployeecharacteris*cs 2.Communica*on

•  Adaptthemethodology•  Includeprofessors/physiciansinCMteams•  Highdegreeofcollabora-on•  Increasedstakeholderengagement

•  Resembleacademicdiscourse•  Targeted•  Detailed•  Connectedtovalues(i.e.,pa-entcare)

Challenges and adapta<ons for CM by industry grouping


Iden*fyyourindustryandreviewchallengesandadapta*ons


Adaptyourapproachtoaccommodateindustry’sneeds

Useindustry-specificdatatobuildcredibilityforCM

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ChangeAgentNetworks


39%?

leveragedformalchangeagentnetworksto

supportchangeimplementa*on

Defini*onofthechangeagentnetwork

Reasonstouseachangeagentnetwork

Buildingachangeagentnetwork

Criteriaforselec*ngmembers

Changeagentnetworkroles

Expecta*onsofthechangeagentnetwork

Change Agent Network


Reasons to use a change agent network

1.  ExtendprojectsupportTheprimaryresponsewastoprovideaddi-onalsupporttotheproject,oRenfrompeers,whichexpeditedchangewithfewerobstaclesandgreaterfocus.

2.  UseresourcesefficientlyByusingchangeagentnetworks,par-cipantsreadilyallocatedresourcestonecessarypointsofneed.Alargepor-onofpar-cipantsindicatedthatthey…

3.  Enhancecommunica*on

4.  Alignconsistentobjec*ves

5.  Increaseknowledge

6.  Buildcredibility

7.  Boostownership

Change agent network roles

1.  Communica*onroleTherolemostcommonlyiden-fiedbyrespondentswascommunica-onliaison.Membersofthechangeagentnetworkwereusedtodisseminatecommunica-onstotheirrespec-vedepartments,sitesorregionstoshareinforma-onaboutthechangeprojectwithagreateraudienceandprovidevariousformsoffeedbacktothechangeprojectteam,suchasemployeeconcerns.

2.  LeadershiproleRespondentsfrequentlyiden-fiedvariousleadershiprolesforthechangeagentnetwork.Examplesincludedac-ngasthechangeleaderfortheirdepartmentorregion…

3.  Trainingandsupportroles

4.  Managingchangeinternally

Change Agent Network


Iden=fyyourcurrentformalorinformalchangeagentnetwork(s)


Mapyourkeyinfluencersandstartleveragingthem

Considerexpandedusesforyourformalorinformalchangeagentnetworks

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Research Founda<on

Innova<ve Topics

Daily Applica<on

CulturalAdapta*ons

IndustryImpact

ChangeAgentNetwork


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prosci webinar: the holistic approach to change management - insights and innovations

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