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Copyright 2016 Prosci. All rights reserved.

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Prosci Webinar: Top contributors to success

© Prosci Inc. All rights reserved.

Prosci Best Practices in Change Management, 2016 Edition

Top Contributors to Success

®

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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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© Prosci Inc. All rights reserved. 3

Culture 2015 Global awareness

Complementary roles Change Agent Networks

VerBcal industry customizaBon JusBfying CM 2013

Job roles and locaBons 2011 Advice for new pracBBoners

Complex change Aligning CM with other disciplines Measurement and metrics 2009

IntegraBng CM and PM Readiness

Trends in CM Reinforcement and sustainment 2007

SaturaBon and porPolio management OrganizaBonal change capability 2005

Team member aRributes Resources and budgets 2003

Resistance management 2000 Manager Role

Greatest contributors 1998 Biggest obstacles

Methodology Sponsorship

CommunicaBons 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


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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What to expect in Prosci’s new 2016

benchmarking report:

New Structure –  Organization –  Intro pages

New Topics –  Culture –  Industry –  Change Agent

Networks …much more…


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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4



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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Top

Contributors To Success

8


5



Top Contributors to Success

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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Each Contributor Supports the Goal: Adoption and Usage

Sponsorship

Communications

Middle Management Engagement

Employee Engagement

Change Management Approach

Change Management Resources

Integrating with PM

The Goal: Employee

adoption and usage

Top Contributors to Success – Relationship to Adoption and Usage Copyright © 2016 Prosci Inc. Best Practices in Change Management – 2016 Edition

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Sponsorship

Communications


Employee Engagement



Integrating with PM

The Goal: Employee

adoption and usage

The Goal: Employee Adoption and Usage

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Transition Current Future

Results and Outcomes Depend on Employee Adoption and Usage

With

cha

nge

man

agem

ent

With

out

= X project benefits created

Current Future Transition

Adoption and usage gets bumpy

Adoption and usage

takes longer

Adoption and usage incomplete

Adoption and usage

not as expected

<X

12


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#1) Sponsorship

Sponsorship

Communications


Employee Engagement



Integrating with PM

The Goal: Employee

adoption and usage

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How Sponsorship Drives Adoption and Usage

Employees look to and listen to senior leaders for direction and commitment

1998 2000 2003 2005 2007 2009 2011 2013 2015

In all 9 of Prosci’s studies, active and visible executive

sponsorship was #1 on the list

by over a 3:1 margin

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Three Roles of Sponsors

ABCs of Sponsorship #1 Active and visible participation throughout the project #2 Communicate directly with employees #3 Build a coalition of sponsorship

It’s not just signing checks and charters

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None Slight understanding

Some understanding

Adequate understanding

Complete understanding

6% 19% 33% 30% 12%

0% 20% 40% 60% 80% 100%

58% Sponsor role understanding

reported less than adequate understanding of the sponsor role


Active and visible participation

Build a coalition of support

Communicate directly with employees

ABC Effectiveness Extremely Ineffective

5% 15% 33% 32% 16% 0% 20% 40% 60% 80% 100%

Ineffective Somewhat Effective Effective Extremely

Effective

9% 22% 33% 24% 12% 0% 20% 40% 60% 80% 100%

6% 20% 31% 29% 14% 0% 20% 40% 60% 80% 100%

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#2) Approach

Sponsorship

Communications


Employee Engagement



Integrating with PM

The Goal: Employee

adoption and usage

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How Approach Drives Adoption and Usage

To get sufficient Adoption and Usage, we must apply structure and intent

C T F •  Individual transitions, adoption and usage don’t happen by chance

•  Change is a process, and must be

managed like a process

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Data on Use of Methodology

0%

20%

40%

60%

80%

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

Percent of participants using a structured approach

0%

20%

40%

60%

80% Used a methodology

Did not use a methodology

44% Provider/Thought-Leader (Prosci)

7% Provider/Thought-Leader (Other)

23% Combo/Hybrid/Mixture

15% Internally Developed

11% Consultant Provided

51%

23%

15%

11%

44%

7%

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When to Start Change Management

85%

40%

13% 28%

2% 18%

0% 13%

0% 1%

Should Did

• Proactive (not fire fighting) • “Adoption and usage” from the beginning

Closure Implementation Design Planning Initiation

64% 56% 49% 37% % that met or exceeded objectives

20

0%


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#3) Resources

Sponsorship

Communications


Employee Engagement



Integrating with PM

The Goal: Employee

adoption and usage

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How Resources Drive Adoption and Usage “If it’s not someone’s job, it’s no one’s job”

Advantages with:

• Focus • Single point of contact • Accountability

Risks without:

• Neglected change management

• Lack of coordination • Lack of ownership

and accountability

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12



Did the Project Have Dedicated CM Resources?

76% had a dedicated change mgmt resource

0%

20%

40%

60%

80%

“Good” or “Excellent” Change Management

With a dedicated resource Without a dedicated resource

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Change management resource costs

Training costs

Communication costs

Change management materials

External consultant costs

Event costs

General expenses

Reinforcement and recognition costs

Change management resource costs

Training costs

Communication costs

External consultant costs

Change management materials

Event costs

General expenses

Reinforcement and recognition costs

Resourcing and Budgeting

62%

54%

49%

37%

37%

19%

75%

67%

Percent who had component in their budget

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13



#4) Integration with PM

Sponsorship

Communications


Employee Engagement



Integrating with PM

The Goal: Employee

adoption and usage

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How Integration Drives Adoption and Usage

An integrated solution delivers the unified value proposition to deliver results

Design Develop Deliver

Embrace Adopt Use

Current Transition Future

Project management

Change management

+ = success

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Integrating CM and PM

Project Management

Design, Develop, Deliver Solution Effectively

Solution is Embraced, Adopted and Used Proficiently

Change Management

People Processes Tools

77% Integrated CM & PM

Did

Didn’t

60%

33%

And it mattered:

“Good” or “Excellent” CM

Did Didn’t

Unified Value Proposition

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PM CM PM CM

PM CM

CM

PM & CM

21%

14% 22%

37% Collaboration

Cross-training

Define roles and responsibilities

People dimension

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PM

CM

PM

CM

Integrate plans

Align timelines

Sequence tasks

Add deliverables 2014 2015

J F M A M J J A S O N D J F M A M J J A S O N D

InitiatePlan

DesignDevelop

Deploy

P1 – Preparing for Change

P2 – Managing Change

P3 – Reinforcing Change

PM

CM

Process dimension

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#5) Employee Engagement

Sponsorship

Communications


Employee Engagement



Integrating with PM

The Goal: Employee

adoption and usage

30


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How Engagement Drives Adoption and Usage

Employees are the ones who have to ultimately “adopt and use” the solution

C T F Andy C T F Becky C T F Charlie C T F Debbie

Engagement and participation increase the likelihood of successful transitions

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Current Transition Future

T C F

C C C C C

C C C C C

C C C C

C C C C C

C C C C C

T T T T

T T T T T

T T T

T T T T

T T T T T

F F F

F F F F

F F

F F F

F F F F

T

T

T

F

F

F

F

F

F

F

F

Ultimately requires individuals to move from their own current to their own future

An organizational move from the current to the future

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Engagement Across the Project Lifecycle

C T F

Definition of how the job will be done differently?

Awareness Understanding Support levels

Acceptance

Engagement Participation

Adoption

Usage Compliance Proficiency Satisfaction

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Facilitating and Evaluating Engagement

Surveys and Assessments Feedback Systems Observation Monitoring and Tracking Focus Groups and Interviews Errors and Issues

Input opportunities

Communications: Two-way

Sponsor support

Manager support

EVALUATING FACILITATING

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18



#6) Communications

Sponsorship

Communications


Employee Engagement



Integrating with PM

The Goal: Employee

adoption and usage

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How Communications Drive Adoption and Usage

Communications catalyze the required individual transitions by answering questions employees have

Communicated to: Employees Managers Senior leaders Others impacted

Why change? Why now? What if not? WIIFM? How am I impacted? How will it happen?

? 36


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Effective Communications Plan

Sends the right message

To the right audience

At the right time

From the right sender

Through the right channel

Most commonly

integrated tool in 2014 study

results

37


Key Messages

1. To employees

2. To managers

3. To executives

Why Details

38


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#7) Middle Management Engagement

Sponsorship

Communications


Employee Engagement



Integrating with PM

The Goal: Employee

adoption and usage

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© 2009 Prosci and Bill Cigliano

How Middle Managers Drive Adoption and Usage

Middle managers are the closest to where the change comes to life

• Proximity • Relationship • Trust • Operational Knowledge

40


21



Five Roles of Managers

Effective Ineffective

© 2009 Prosci and Bill Cigliano

1) Communicator

2) Advocate

3) Coach

4) Resistance Manager

5) Liaison

0% 50%

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Best Practices Audit

Sponsorship

Communications


Employee Engagement



Integrating with PM

The Goal: Employee

adoption and usage


How are your efforts aligning with best practices in:

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eBest Practices Audit

7 Top Contributors

Sponsorship

Approach

Resources

Integration with PM

Employee Engagement

Communication

Manager Engagement

+ additional research depth

Web-based diagnostic tool based

on the research

Available now: http://portal.prosci.com

•  Evaluate alignment with best practices

•  Quantify your CM effectiveness

•  Focus on issues that need attention

•  Guidance and direction on most critical activities

•  Evaluate progress over time

•  For all of your projects

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Specific audit statements to determine how your practice aligns with each of the

7 top contributors to success

Example: 1. Sponsorship


23



Sophisticated, cascading reports

45


Overall score of “best practice alignment”

46


24



Score for each of the top contributors

47


Alert factors: highest risk that need attention

48


25



Capture your insights and comments

49


Track multiple projects

50


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Track over time (baseline + progress)

51


“How well are we ‘doing’ change management?”

Research-based diagnostic tool Available now on the Prosci Portal – http://portal.prosci.com

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7 Top Contributors

Sponsorship

Approach

Resources

Integration with PM

Employee Engagement

Communication

Manager Engagement


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Top Contributors Conclusion

53

Sponsorship

Communications


Employee Engagement



Integrating with PM

The Goal: Employee

adoption and usage



Prosci Best Practices in Change Management, 2016 Edition

Available now!

®

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