prosci webinar 1 overiew of 2016 best practices report 050416

© Prosci Inc. All rights reserved.

Prosci Best Practices in Change Management, 2016 Edition

Overview of Prosci’s latest research

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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

6

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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


THE LARGEST BODY OF RESEARCH IN THE FIELD OF CHANGE MANAGEMENT

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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.


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…


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

15


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


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


Top contributors to success

Full webinar:

April 26


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


5 Employee Engagement

6 Communications

7 Manager Engagement

2013 2015


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.


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.

28

2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.


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.


Trends in the discipline

Full webinar:

April 19


Trends: 5-year Discipline

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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?


Trends: 2-year Internal

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1 Awareness of need

2 More resources/positions


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?


Connecting Change

Management and business

results


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


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


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


Change Management

Maturity


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


Maturity Levels Australia and New Zealand

41

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


Actively working to build Change Management capability

42

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


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

44


Questions?

45


Prosci Best Practices in Change Management 2016 Edition

Available now! www.beinghuman.com.au

®

www.beinghuman.com | [email protected]| +61 2 9810 6264

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