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WEBINAREmerging Trends in Change Management

Research Foundation10 studies over 20 years7 critical success factors

Looking BackReflecting on internal trends in the past 2 years

Looking ForwardWhat is happening at the forefront of the discipline

Agenda


Continuing to lead the discipline through research with real change leaders

Study purpose: To uncover lessons learned from practitioners and consultants, so that current change management teams can benefit from these experiences. Emphasis is placed on what is working and what is not, in all areas of change management.

The 2018 report also presents emerging trends in change management, identifies changes that have occurred and describes the future direction of the discipline.

1997 2017

Participants

102

1778

The largest body of knowledge on change management


Hardcopy journal:

Best Practices In Change Management 2018 Edition

Online app:

Change ManagementResearch Library

Specialized report:

Change Managementand Agile

$389 $40/mo or $400/yr $149 (pdf)

Access the research


Research: Prosci’s Foundation


Agile 2017

Engagement

Culture 2015

Global awareness

Complementary roles

Change Agent Networks

Vertical industry customization

Justifying CM 2013

Job roles and locations 2011

Advice for new practitioners

Complex change

Aligning CM with other disciplines

Measurement and metrics 2009

Integrating CM and PM

Readiness

Trends in CM

Reinforcement and sustainment 2007

Saturation and portfolio management

Organizational change capability 2005

Team member attributes

Resources and budgets 2003

Resistance management 2000

Manager role

Greatest contributors 1998

Biggest obstacles

Methodology

Sponsorship

Communications

Training

1998 2000 2003 2005 2007 2009 2011 2013 2015 2017

Building the body of knowledgeon change management

Evolution of Prosci Research

New topic areaMajor focusMinor focus

Key


Driving Adoption and Usage by Aligning with Best Practices

GOAL:

Drive adoption and usage to

deliver expected

results and outcomes

Sponsorship

Communication

ManagerEngagement

EmployeeEngagement

Approach

Resources

Integrationwith PM

1.

2.

3.

4.

5.

6.7.




Agenda


Looking Back

Reflect on change management trends in your organization in the past 2 years.


Internal Two-Year Trends in Change Management

1 Greater understanding of value

2 Broader application

3 Adoption of standard approach

4 Lack of adequate resources

5 Focus on capability-building

6 Improved integration with PM

7 Increased leadership support









7 Increased leadership supportMisunderstanding of change management










Three States of Change + Agile










0%

20%

40%

60%

80%

'03 '05 '07 '09 '11 '13 '15 17

Percent of participants using a structured approach

0%

20%

40%

60%

80%

Used a methodology

Did not use a methodology

Exce

llen

t o

r G

oo

d C

M









7 Increased leadership supportOften insufficient resourcing for

change management










Project ECM: Change Capability Journey

ECMCurrent

State

ECMFuture State

ECMTransition

State

A D K A R

Standing in the future

ECM Strategy MapMaturity Model

[email protected]










75% Integrated CM & PM

Did

Didn't

?

Project and changemanagement integration










Mid-level management resistance




Agenda


Road Ahead

Trends you expect to see develop over the next

five years within the discipline of change management


1Aligning with various improvement methodologies

2 Establishing CMO’s

3 Increasing awareness of need

4 More integration with PM

5 Managing change saturation

6 Measuring effectiveness

7 Enabling CM with technology

8 Applying on more project types

Expected Discipline Trends Over the Next Five Years

Examine the trend

We must learn and evolve to continue adding value

Identifykeys to success

Consider what itmeans to me

(connecting the dots)











Continuing alignment between change

management and various process, project and

continuous improvement methodologies.

Change management brings a unique value to

the “improvement story”; adoption and usage to

drive benefits realization.

How does this trend impact and support my work?











Establishing Change Management Offices

(CMO) to centralize the change management

function.

Responsible for leading the effort, providing resources, building internal capability,

coordinating with other functions.



In Denmark, the number is lower and is the lowest in Europe with a CMO of 32%.

We estimate the real number to be close to 10-15%.

The reason is the relative size of companies. The larger the companies are, the more likely it is that a CMO is present in the organisation.

36% 38% 38% 40%

0%

60%

2011 2013 2015 2017


16%

31%

52%

57%

73%

40%

0% 40 %

Level 1

Level 2

Level 3

Level 4

Level 5

AllLevel 5

Organizational

Competency

Level 4Organizational

Standards

Level 3Multiple

Projects

Level 2Isolated

Projects

Level 1Ad hoc or

Absent

Prosci Change Management Maturity Model

Learn more in the Prosci Thought Leadership Library

Higher maturity = more CMOs











Increasing awareness of the need for change

management.

Change management’s value will become better

recognized and more organizations will begin

to develop change capabilities.












More integration with project management

noting that the next five years may see an

increase in project managers building their

skills in change management.

Change management discipline anticipated to

become fully incorporated into PMO’s.



Integration with Project Management: Keys to Success

Key Your Action Steps

1 Engage sponsor

2 Define measurable goals

3 Clarify roles

4 Specify relationships

5 Manage it as a change Project and changemanagement integration











Expect to see an increased focus on addressing change

saturation and change fatigue.

Change portfolio management as an area of focus to address these

concerns.



The Amount of Change Is Increasing

2%

7%

20%

36% 36%

1% 2%

11%

31%

55%

0%

10%

20%

30%

40%

50%

60%

Decrease Significantly Decrease Slightly Remain Unchanged Increase Slightly Increase Significantly

2015 2017

Amount of change expected in the next two years

Copyright © 2018 Prosci Inc. Best Practices in Change Management- 2018 Edition

Changesaturation











Measuring change management

effectiveness to demonstrate the

investment in change management has been

worthwhile.

More concrete success metrics like return on

investment.



Prosci Change Scorecard

[email protected]











Participants see technology assisting

practitioners in assessing, creating and implanting

change management plans.

Increase in cloud-based software applications,

social media, digital assessments and

predictive analytic tools.



Change Scorecard

CMROI Calculation

Project Health

ADKAR Progress

BestPractice Alignment

3-Phase Process

Initiate Plan Design Develop Deploy Sustain

Adoption

contribution

Installation

contribution

100%

50%

36%

Phase 1Preparing for Change

Phase 2Managing Change

Phase 3Reinforcing Change

Project Application of the Prosci Advanced Tool Suite


Change Scorecard

CMROI Calculation

Project Health

ADKAR Progress

BestPractice Alignment

3-Phase Process

Initiate Plan Design Develop Deploy Sustain

Adoption

contribution

Installation

contribution

100%

50%

36%

Phase 1Preparing for Change

Phase 2Managing Change

Phase 3Reinforcing Change

Build a research-based, holistic scorecard to define, measure and track change outcomes.

Calculate the people-dependent portion of project ROI to gain buy-in and commitment to CM.

Project ROI

People

Dependent

(CMROI)

Measure project health at the initiative level, evaluating leadership/sponsorship, project management and

change management

Measure individual journeys through Awareness, Desire, Knowledge, Ability and Reinforcement

Evaluate your CM practice against industry-leading best practices to improve project outcomes.

Prosci will continue to design and deliver integrated tools and solutions.











Applying change management on a wider variety of project types

than they are working on today.

Change management on larger scale

transformation, mergers and acquisitions, and

culture changes.











Reflections and Emerging Trends in Change Management








Looking Forwardfive-year trends

the discipline

Looking Backtwo-year trendsmy organization

Actionable Insights


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