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February 2019 CoP Webinar - Building Maturity - using the Change Management Maturity Audit to build a plan

February 2019 CoP Webinar - Building Maturity - using the Change Management Maturity Audit to build a plan

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February 2019 CoP Webinar - Building Maturity - using the Change Management Maturity Audit to build a plan

  1. 1. Community of Practice Webinar: 5 February 2019 Building Maturity – using the Change Management Maturity Audit to build a plan Presented by Vicky Emery, General Manager
  2. 2. © Prosci. All Rights Reserved. 2 Where to find today’s slides Prosci ANZ Company Linkedin Profile Follow us! Prosci ANZ page Like us! Slideshare.net/ProsciANZ Slides and recording available Follow us!
  3. 3. © Prosci. All Rights Reserved. 3 Setting up for polling Respond at PollEv.com/ProsciANZ You will see this screen. No need to log in! The next ‘Poll’ (question) will appear when I open it.
  4. 4. © Prosci. All Rights Reserved. 4 Agenda • Introducing the Prosci Change Management Maturity ModelTM • Benchmarking data on change management maturity - globally • The Prosci Change Management Maturity Audit – tour and using it • Audit results for an example organisation • Top tips • Close
  5. 5. © Prosci. All Rights Reserved. 5 Prosci by the numbers Years of Research 20 Longitudinal Studies 10 Research Participants 6,000+ Fortune 100 Companies 80% Certified Practitioners 45,000+ Community Members 100,000+
  6. 6. © Prosci. All Rights Reserved. 6 Introducing the Prosci Change Management Maturity ModelTM • As organisations experience more and more change, the ability to effectively manage the people side of change to achieve the intended outcomes and benefits becomes even more important. • The Prosci Change Management Maturity Model ™ describes the five levels of organisational maturity in managing the people side of change. • Like many other maturity models, the Prosci Change Management Maturity Model presents five levels of maturity: ØLevel 1 - Ad hoc or Absent ØLevel 2 - Isolated Projects ØLevel 3 - Multiple Projects ØLevel 4 - Organizational Standards ØLevel 5 - Organizational Competency
  7. 7. © Prosci. All Rights Reserved. 7 Prosci Change Management Maturity Model ™ People-dependent without any formal practices or plans Many different tactics used inconsistently Examples of best practices evident Selection of common approach Continuous process improvement in place Highest rate of project failure, turnover and productivity loss Little or no change management applied Adhoc or Absent Level 1 Some elements of change management are being applied in isolated projects Isolated Projects Level 2 Comprehensive approach for managing change is being applied in multiple projects Multiple Projects Level 3 Organization-wide standards and methods are broadly deployed for managing and leading change Organizational Standards Level 4 Highest profitability and responsiveness Change management competency is evident in all levels of the organization and is part of the organization’s intellectual property and competitive edge Organizational CompetencyLevel 5 People-dependent without any formal practices or plans Many different tactics used inconsistently Examples of best practices evident Selection of common approach Continuous process improvement in place Highest rate of project failure, turnover and productivity loss Little or no change management applied Adhoc or Absent Level 1 Some elements of change management are being applied in isolated projects Isolated Projects Level 2 Comprehensive approach for managing change is being applied in multiple projects Multiple Projects Level 3 Organization-wide standards and methods are broadly deployed for managing and leading change Organizational Standards Level 4 Highest profitability and responsiveness Change management competency is evident in all levels of the organization and is part of the organization’s intellectual property and competitive edge Organizational CompetencyLevel 5 Prosci® Change Management Maturity ModelTM
  8. 8. © Prosci. All Rights Reserved. 9 Benchmarking Data – Average Global Maturity Levels
  9. 9. © Prosci. All Rights Reserved. 10 Regional Averages
  10. 10. © Prosci. All Rights Reserved. 11 Segmentation by region
  11. 11. © Prosci. All Rights Reserved. 12 Segmentation by industry
  12. 12. © Prosci. All Rights Reserved. 13 Capability Areas – The Five Elements of Successfully Building Change Management Maturity The change management maturity of an organisation can be categorised into five Capability Areas: 1. Leadership 2. Application 3. Competencies 4. Standardization 5. Socialization
  13. 13. © Prosci. All Rights Reserved. 14 Capability Area: This Capability Area focuses on: Key Questions of this Capability Area include: 1 Leadership • Specific leadership activities around building change management capabilities and competencies. This is not a general description of leadership in the organisation. • The focus is on leadership commitment, activities and messages about the importance and value of change management and the effort to build the organisation’s ability to manage and sustain change management. • If scores are low in this Capability Area, plans should focus on this area immediately. • Who is leading or sponsoring the deployment of change management? • What is being done to demonstrate ongoing support? • What is the strategic importance of being better at managing change?
  14. 14. © Prosci. All Rights Reserved. 15 Capability Area: This Capability Area focuses on: Key Questions of this Capability Area include: 2 Application • The use of change management tools and processes on projects and change initiatives in the organisation. • Factors include the percentage of projects that have resources and funding allocated to apply change management processes and tools and the ‘reach’ of those processes and tools. • This Capability Area often scores high earlier than others as an organisation starts developing maturity, as it is often linked with building the competencies of change and project managers. • What % of projects apply change management processes? • What is the extent and breadth of application across the organisation? • What resourcing and funding is available?
  15. 15. © Prosci. All Rights Reserved. 16 Capability Area: This Capability Area focuses on: Key Questions of this Capability Area include: 3 Competencies • Change management is ultimately done by a range of roles – employees, managers, leaders as well as change practitioners, project managers and other strategic partners like HR, OD, Learning and Development. • Focus is on training, development and demonstration of the competencies needed by all the roles ultimately managing and leading change. Training tends to be an early action but to score high in this Capability Area, programs must be in place for ALL the ‘doers’ of change and actual competency must be demonstrated and sustained. • What training is available for change and project managers? • What level of competency is demonstrated by change and project managers? • Same questions for sponsors, managers and employees • How effective are the programs on offer?
  16. 16. © Prosci. All Rights Reserved. 17 Capability Area: This Capability Area focuses on: Key Questions of this Capability Area include: 4 Standardisation • The mechanics and systems that can be used to institutionalise change management. This area includes a common methodology or approach to managing change, integration with project management, creation of triggers for the application of change management process and tools and the inclusion of change management in other improvement approaches. • This is the Capability Area that enables ‘effective change management’ to become a fixed component of how the organisation introduces projects and change initiatives and is critically dependant on Capability Area 1 – Leadership. • What is the standard approach? Is this well known? • How are project management and change management integrated as a standard? • Has a functional group been established?
  17. 17. © Prosci. All Rights Reserved. 18 Capability Area: This Capability Area focuses on: Key Questions of this Capability Area include: 5 Socialisation • Building ongoing commitment to and buy-in for change management throughout the organisation and for all initiatives takes change management in its own right. • This area is about applying the techniques of managing change as a change in and of itself. • Capability Area 3 (Competencies) is critically dependant on this area. • What is the understanding of the value of developing our ability to better manage change? • What is the shared definition of managing change here? • How do we capture and share successes? • How do we reinforce sustained application?
  18. 18. © Prosci. All Rights Reserved. 21 Benefits of the Change Management Maturity Audit • Cloud based subscription via the Prosci Portal • Drills into each capability area • Can track over time • Generates conversation and awareness of what we mean by ‘change management’ and how to build capability and maturity • Provides a baseline of the current state maturity and guidance for building a future state roadmap https://ebp-audit.prosci.com/
  19. 19. © Prosci. All Rights Reserved. 22 Audit results from an example organisation Overall change management maturity score = 2.3
  20. 20. © Prosci. All Rights Reserved. 23 Leadership result
  21. 21. © Prosci. All Rights Reserved. 24 Application result
  22. 22. © Prosci. All Rights Reserved. 25 Competencies result
  23. 23. © Prosci. All Rights Reserved. 26 Standardization result
  24. 24. © Prosci. All Rights Reserved. 27 Socialization result
  25. 25. © Prosci. All Rights Reserved. 28 Top tips to using the Change Management Maturity Audit well • Complete it yourself first so you are familiar with the questions and potential hot spots • Be clear on what are you hoping to achieve – Build in ADKAR to tabling the purpose and introducing the tool, particularly for senior leaders – Have your explanation/definition of change management down pat (as you will find many of the people you speak with cannot define/describe change management simply) • Use the Audit to lead a strategic conversation – Who needs to be part of the conversation? – Who’s view do you need and who’s do you need to shift? • Allow time – it isn’t a meeting, it’s a workshop – Allow time for discussion, actions and planning
  26. 26. © Prosci. All Rights Reserved. 29 Top tips to using the Change Management Maturity Audit well • Don’t try to combine completing the audit for the first time and gaining buy-in from key stakeholders • Use the Audit as the start of: – building or affirming your view of where to start in building maturity – thinking strategically about how to involve the Primary Sponsor of ‘building maturity’ and why – creating the core group who will work on the plan for building maturity over the next 18 months – 3 years
  27. 27. © Prosci. All Rights Reserved. 30 Once you have your baseline maturity level, where to from here? Top tips to begin increasing the change management maturity of your organisation • Ensure the Senior Leadership team has buy-in and commitment to building change capability and allocate a Sponsor to drive the initiative • Establish a team responsible for supporting and enabling sponsors and managers to build change capability • Choose a structured change management process / methodology • Apply the process/methodology to a number of high profile projects • Build capability and effectiveness by providing change management training and support, for leaders, managers and supervisors, and individuals impacted by change
  28. 28. © Prosci. All Rights Reserved. 31 Where to find today’s slides Prosci ANZ Company Linkedin Profile Follow us! Prosci ANZ page Like us! Slideshare.net/ProsciANZ Follow us! The link to today’s slides will be posted up on our Social Media pages

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