How project managers, change managers, and organization leaders can drive project success by implementing change management, using the Prosci change management methodology and certification program.

1. Copyright Prosci 2015. All rights reserved.
Research | Methodology | Training | Advisory Services
How to Increase Your Effectiveness as a
Change Leader
www.prosci.com | +1 970-203-9332
Prosci
®
D. Scott Ross
sross@prosci.com
1
Demystifying Change Management

2. Copyright Prosci 2015. All rights reserved.
Bigger
Change
2

3. Copyright Prosci 2015. All rights reserved.
Faster
Change3

4. Copyright Prosci 2015. All rights reserved.
More
Complex
Change4

5. Copyright Prosci 2015. All rights reserved.
More
Multi-
Disciplinary
5

6. Copyright Prosci 2015. All rights reserved.
More
Cross
Functional
6

7. Copyright Prosci 2015. All rights reserved.
More Connected
7

8. Copyright Prosci 2015. All rights reserved.
Autonomy
Accountability
Empowerment
Consistency
Predictability
Control
8

9. Copyright Prosci 2015. All rights reserved.
V.U.C.A. Environment
9

10. Copyright Prosci 2015. All rights reserved.10

11. Ct Prosci 2015. All rights reserved.
The achievements
of an organization
are the results of
the combined
effort of each
individual.
Vince Lombardi
11

12. Copyright Prosci 2015. All rights reserved.
Current Transition Future
TC 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
12

13. Copyright Prosci 2015. All rights reserved.
Your ability to deliver
on your MISSION
is directly impacted
by how effectively you
manage change
13

14. Copyright Prosci 2015. All rights reserved.14
16%
46%
77%
96%
0%
20%
40%
60%
80%
100%
Poor Fair Good Excellent
(n=244) (n=653) (n=834) (n=165)
Prosci 2014 Benchmarking Data
Copyright © Prosci Inc. All rights reserved.
Data from 2007, 2009, 2011, 2013.
Percent of Study Participants Who
Met or Exceeded Project Objectives
Change Management Effectiveness
14

15. Copyright Prosci 2015. All rights reserved.15
16%
32%
54%
72%
0%
20%
40%
60%
80%
100%
Poor Fair Good Excellent
(n=293) (n=793) (n=1032) (n=181)
Percent of Study Participants Who
Were On or Ahead of Schedule
Change Management Effectiveness
Prosci 2014 Benchmarking Data
Copyright © Prosci Inc. All rights reserved.
Data from 2007, 2009, 2011, 2013.
15

16. Copyright Prosci 2015. All rights reserved.16
48%
63%
71%
81%
0%
20%
40%
60%
80%
100%
Poor Fair Good Excellent
(n=258) (n=737) (n=1001) (n=180)
Percent of Study Participants Who Were
On or Ahead of Budget
Change Management Effectiveness
Prosci 2014 Benchmarking Data
Copyright © Prosci Inc. All rights reserved.
Data from 2007, 2009, 2011, 2013.
16

17. Copyright Prosci 2015. All rights reserved.
The Gap
A great idea
An innovative
outreach
effort
An effectively
managed
project
Results and
outcomes
Benefit
realization
Sustained
improvement
EMPLOYEE
ADOPTION
AND USAGE
OF THE
SOLUTION
17

18. Copyright Prosci 2015. All rights reserved.
Successful change requires both
the technical and people sides
Current Transition Future
Technical side
People side
Design
Develop
Deliver
Embrace
Adopt
Use
Results
Outcomes
Success
=+
Installation*
Realization*
* Daryl Conner
18

19. Copyright Prosci 2015. All rights reserved.
TransitionCurrent Future
Employee Individual Transitions
Impact Results and Outcomes
WithchangemanagementWithout
=
X project
benefits
created
Current FutureTransition
Individual
transitions
gets bumpy
Individual
transitions
takes longer
Individual
transitions
incomplete
Individual
transitions
not as expected
<X
19

20. Copyright Prosci 2015. All rights reserved.
How do we support
INDIVIDUALS through
their changes to achieve
RESULTS?
20

21. Copyright Prosci 2015. All rights reserved.
How does
this person
make a
successful
personal
change?
21

22. Copyright Prosci 2015. All rights reserved.
R
A
K
D
A
Reinforcement
“I will continue to…”
Ability
“I am able to…”
Knowledge
“I know how to…”
Desire
“I have decided to…”
Awareness
“I understand why…”
23
Individual Change Management

23. Copyright Prosci 2015. All rights reserved.
R
A
K
D
A
Reinforcement
To sustain the change
Ability
To implement required skills and behaviors
Knowledge
On how to change
Desire
To participate and support the change
Awareness
Of the need for change
22
Individual Change Management

24. Copyright Prosci 2015. All rights reserved.
Prosci®
ADKAR®
Model
24
What is the nature of the change?
Why is the change happening? Why now?
What happens if we don’t change?
Change begins with understanding why
R
A
K
D
A
Awareness IS:
Awareness of the NEED for change
Awareness is NOT:
Awareness that a change is happening

25. Copyright Prosci 2015. All rights reserved.
Desire is tricky because
You cannot MAKE Desire, but…
You can INFLUENCE Desire
Prosci®
ADKAR®
Model
25
What’s in it for me (WIIFM)?
What are the personal motivating factors?
What are the organizational motivations?
Change involves personal decisions
R
A
K
D
A

26. Copyright Prosci 2015. All rights reserved.
Prosci®
ADKAR®
Model
26
Training on and learning new behaviors,
skills, processes and tools
During and after the change occurs
Change requires knowing how
R
A
K
D
A
Knowledge is NECESSARY but not
SUFFICIENT for creating change
This is what Knowledge without
Awareness and Desire looks like

27. Copyright Prosci 2015. All rights reserved.
Prosci®
ADKAR®
Model
27
Demonstrated capability to implement the
change in performance or behavior
Change requires action in the right direction
R
A
K
D
A
There can be a Knowledge-Ability Gap
Knowledge = Ability/
Knowledge
Knowledge
Knowledge
Ability
Ability
Ability

28. Copyright Prosci 2015. All rights reserved.
Prosci®
ADKAR®
Model
28
Actions that increase the likelihood that
the change will be continued
Recognition and rewards to sustain
Change must be reinforced to be sustained
R
A
K
D
A
Without Reinforcement,
it is our tendency to revert back:
• Natural
• Physical
• Psychological

29. Copyright Prosci 2015. All rights reserved.
Awareness
• Why is the change needed?
• Why now?
• What if we don’t?
Awareness
• Why is the change needed?
• Why now?
• What if we don’t?
Desire
• Personal motivators
• Organizational motivators
• Inhibiters
Awareness
• Why is the change needed?
• Why now?
• What if we don’t?
Desire
• Personal motivators
• Organizational motivators
• Inhibiters
Knowledge • Needed skills and competencies
Awareness
• Why is the change needed?
• Why now?
• What if we don’t?
Desire
• Personal motivators
• Organizational motivators
• Inhibiters
Knowledge • Needed skills and competencies
Ability
• Demonstrated capability
• Overcoming barriers
Awareness
• Why is the change needed?
• Why now?
• What if we don’t?
Desire
• Personal motivators
• Organizational motivators
• Inhibiters
Knowledge • Needed skills and competencies
Ability
• Demonstrated capability
• Overcoming barriers
Reinforcement
®
• Mechanisms, Rewards, Celebrations, Measurement
29
Awareness Desire Knowledge Ability Reinforcement
®
29
Individual Change Management

30. Copyright Prosci 2015. All rights reserved.
1. Making sense of change
2. Guiding change management plans
3. Measuring progress
4. Diagnosing gaps
5. Developing corrective actions
6. Enabling managers and supervisors
30
Individual Change Management
ADKAR in Action

31. Copyright Prosci 2015. All rights reserved.
Real Life Examples of ADKAR
31
SAVE OUR PLANET
Dear Guest,
Every day millions of gallons of
water are used to wash towels that
have only been used once.
YOU MAKE THE CHOICE:
A towel on the rack means
“I will use again.”
A towel on the floor means:
“Please replace.”

32. Copyright Prosci 2015. All rights reserved.
A Few More Real Life Examples
32
Same change, different Desires

33. Copyright Prosci 2015. All rights reserved.
ADKAR Defines Success: For One
Person or Organization-Wide Changes
33
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Change with
one person
Or five
people…
Or twenty
people…
Or 1000
people…

34. Copyright Prosci 2015. All rights reserved.
How do we leverage
INDIVIDUAL change
to achieve
OGANIZATIONAL results?
34

35. Copyright Prosci 2015. All rights reserved.35
Organizational
Change Management
What processes and tools exist
for a project team to support
individuals?
Deliverables
Define your change
management strategy
Prepare your change
management team
Develop your
sponsorship model
Phase 1 - Preparing for changePhase 1 - Preparing for change
Develop change
management plans
Take action and
implement plans
Phase 2 - Managing changePhase 2 - Managing change
Collect and analyze
feedback
Diagnose gaps and manage
resistance
Implement corrective actions
and celebrate successes
Phase 3 - Reinforcing change™Phase 3 - Reinforcing change™
Prosci’s
Proven
3-Phase
Process
Organizational Change Management

36. Copyright Prosci 2015. All rights reserved.
Define your change
management strategy
Prepare your change
management team
Develop your
sponsorship model
Phase 1 - Preparing for changePhase 1 - Preparing for change
Prosci®
3-Phase Change
Management Process
Develop change
management plans
Take action and
implement plans
Phase 2 - Managing changePhase 2 - Managing change
Collect and analyze
feedback
Diagnose gaps and manage
resistance
Implement corrective actions
and celebrate successes
Phase 3 - Reinforcing change™Phase 3 - Reinforcing change™
Process guidance
Templates
Assessments
Checklists
Benchmarking data
New IT System
New Customer
Experience
New Learning
Management System
New Market/
New Product
Process Optimization
Reorganization
New Acquisition
Integration
36

37. Copyright Prosci 2015. All rights reserved.
Define your change
management strategy
Prepare your change
management team
Develop your
sponsorship model
Phase 1 - Preparing for changePhase 1 - Preparing for change
Develop change
management plans
Take action and
implement plans
Phase 2 - Managing changePhase 2 - Managing change
Phase 3 - Reinforcing change™Phase 3 - Reinforcing change™
Collect and analyze
feedback
Diagnose gaps and manage
resistance
Implement corrective actions
and celebrate successes
37
Change
resistant
Change
ready
Small,
incremental
Large,
disruptive
Change characteristics
Organizational
attributes
Medium risk High risk
Medium riskLow risk
Mfg Dist IT BU 1 BU 2
PMPMCMCM PMPM CMCM
PMPMCMCM
CMCM
PM &
CM
PM &
CM
Situational
Awareness
Supporting
Structures
Leadership Support and Capabilities

38. Copyright Prosci 2015. All rights reserved.38
Develop change
management plans
Take action and
implement plans
Phase 2 - Managing changePhase 2 - Managing change
Define your change
management strategy
Prepare your change
management team
Develop your
sponsorship model
Phase 1 - Preparing for changePhase 1 - Preparing for change
Phase 3 - Reinforcing change™Phase 3 - Reinforcing change™
Collect and analyze
feedback
Diagnose gaps and manage
resistance
Implement corrective actions
and celebrate successes
External and visible
change management
activities
Training
Coaching
Resistance
management
Reinforcement
®
Ability
Individual
outcomes
Communications
Sponsor roadmap
Awareness
Desire
Knowledge
Future
Project
Objectives

39. Copyright Prosci 2015. All rights reserved.
Define your change
management strategy
Prepare your change
management team
Develop your
sponsorship model
Phase 1 - Preparing for changePhase 1 - Preparing for change
Develop change
management plans
Take action and
implement plans
Phase 2 - Managing changePhase 2 - Managing change
Phase 3 - Reinforcing change™Phase 3 - Reinforcing change™
Collect and analyze
feedback
Diagnose gaps and manage
resistance
Implement corrective actions
and celebrate successes
39
Compliance audits
Gap identification
Success celebration
Reinforcement mechanisms
Transfer of ownership

40. Copyright Prosci 2015. All rights reserved.
Change Management Activities
Drive Milestones
Individual:
Awareness Desire Knowledge Ability Reinforcement
Communication plan
Sponsor roadmap
Coaching plan
Training plan
Resistance Mgmt
Organizational:
40

41. Copyright Prosci 2015. All rights reserved.
What Can We Do To Drive and
Support Individual Transitions?
Initiate Plan Design Develop Deploy
“Go Live”Kick off
Phase 3:
Reinforcing
Change
Phase 2:
Managing
Change
Phase 1:
Preparing
for Change
A D K A R
Strategy Plans Measures
General
Project
Lifecycle
Individual
Change Journey
Milestones
Organizational
Change Mgmt
Activities
Major events
Prosci
®
ADKAR
®
Model
Prosci®
3-Phase
Process
41

42. Copyright Prosci 2015. All rights reserved.
PUNCHLINE
With an understanding and a
framework for how individuals
make a change successfully, you
can catalyze and support
employees’ individual
transitions to capture results
and outcomes
42

43. Copyright Prosci 2015. All rights reserved.
Earn Industry Recognized Change Management
Certification
43
3-day full-emersion program
Tools, Assessments and Templates
Benchmarking data
Gain Awareness and Desire,
start applying Knowledge and Ability

44. Copyright Prosci 2015. All rights reserved.
+1 970-203-9332
www.prosci.com
www.change-management.com
44
To register for our Change Management
Certification Program, contact us: