Prosci Webinar: What's next for Change Management
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As a change professional, being attuned to the change management discipline allows you to stay at the top of your game. The change management discipline has grown, evolved and matured significantly over the past several decades, and Prosci has been tracking the evolution of the discipline through best practices and benchmarking research. (In fact, the 10th Best Practices in Change Management study is now open!) This webinar will explore the most recent developments that emerged in the research and what trends change professionals are expecting in the coming years. You will reflect on your own experience and how the discipline’s trends can impact and support your change management work.
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Prosci Webinar: What's next for Change Management
- 1. What’s Next for Change Management? Susie Pa)erson Director of Research and Development @SusieEPa)erson
- 2. © Prosci. All Rights Reserved. 2 Why research? For Prac??oners Apply lessons learned from other pracAAoners to drive success Benchmark against other organizaAons and industries Gain credibility Expand pracAce with new topics and tacAcs For Prosci Avoid common piJalls Rely on the experience of others, not the theories of others Answer: “why do some changes succeed and others fail?” Drive a best pracAces-based methodology and suite of tools Provide objecAve, grounded guidance Contribute to the change management discipline ü ü ü ü ü ü ü ü ü ü
- 3. © Prosci. All Rights Reserved. 3 Prosci Research Founda?on 9 Best PracAces studies 17 years 4500 parAcipants 0 500 1000 102 1120 1998 2015 ParAcipants
- 4. © Prosci. All Rights Reserved. 4 Greatest contributors Biggest obstacles Methodology Sponsorship CommunicaAons Training 1998 Resistance management Manager Role Greatest contributors Biggest obstacles Methodology Sponsorship CommunicaAons Training 1998 2000 Resources and budgets Resistance management Manager Role Greatest contributors Biggest obstacles Methodology Sponsorship CommunicaAons Training 1998 2000 2003 OrganizaAonal change capability Team member aributes Resources and budgets Resistance management Manager Role Greatest contributors Biggest obstacles Methodology Sponsorship CommunicaAons Training 1998 2000 2003 2005 Reinforcement and sustainment SaturaAon and porJolio management OrganizaAonal change capability Team member aributes Resources and budgets Resistance management Manager Role Greatest contributors Biggest obstacles Methodology Sponsorship CommunicaAons Training 1998 2000 2003 2005 2007 Measurement and metrics IntegraAng CM and PM Readiness Trends in CM Reinforcement and sustainment SaturaAon and porJolio management OrganizaAonal change capability Team member aributes Resources and budgets Resistance management Manager Role Greatest contributors Biggest obstacles Methodology Sponsorship CommunicaAons Training 1998 2000 2003 2005 2007 2009 Job roles and locaAons Advice for new pracAAoners Complex change Aligning CM with other disciplines Measurement and metrics IntegraAng CM and PM Readiness Trends in CM Reinforcement and sustainment SaturaAon and porJolio management OrganizaAonal change capability Team member aributes Resources and budgets Resistance management Manager Role Greatest contributors Biggest obstacles Methodology Sponsorship CommunicaAons Training 1998 2000 2003 2005 2007 2009 2011 JusAfying CM Job roles and locaAons Advice for new pracAAoners Complex change Aligning CM with other disciplines Measurement and metrics IntegraAng CM and PM Readiness Trends in CM Reinforcement and sustainment SaturaAon and porJolio management OrganizaAonal change capability Team member aributes Resources and budgets Resistance management Manager Role Greatest contributors Biggest obstacles Methodology Sponsorship CommunicaAons Training 1998 2000 2003 2005 2007 2009 2011 2013 Culture Global awareness Complementary roles Change Agent Networks VerAcal industry customizaAon JusAfying CM Job roles and locaAons Advice for new pracAAoners Complex change Aligning CM with other disciplines Measurement and metrics IntegraAng CM and PM Readiness Trends in CM Reinforcement and sustainment SaturaAon and porJolio management OrganizaAonal change capability Team member aributes Resources and budgets Resistance management Manager role Greatest contributors Biggest obstacles Methodology Sponsorship CommunicaAons Training 1998 2000 2003 2005 2007 2009 2011 2013 2015 Building the body of knowledge on change management Evolu?on of Prosci Research New topic area Major focus Minor focus Key
- 7. © Prosci. All Rights Reserved. 7 1 Awareness of need 2 More resources/posiAons 3 IntegraAon with PM 4 Establishment of CMOs 5 Broader applicaAon 6 Use of methodology/structure 7 Leadership support 8 Demand for training Within your organiza5on Past two years
- 8. © Prosci. All Rights Reserved. 8 1 Awareness of need 2 More resources/posiAons 3 IntegraAon with PM 4 Establishment of CMOs 5 Broader applicaAon 6 Use of methodology/structure 7 Leadership support 8 Demand for training 48% 62% 70% 81% 0% 100% Poor Fair Good Excellent 14% 32% 52% 71% 0% 100% Poor Fair Good Excellent 15% 42% 76% 94% 0% 100% Poor Fair Good Excellent 0% 100% Poor Fair Good Excellent Met or exceeded objec5ves On schedule On budget Change Management EffecAveness Awareness of the need for CM
- 10. © Prosci. All Rights Reserved. 10 1 Awareness of need 2 More resources/posi5ons 3 IntegraAon with PM 4 Establishment of CMOs 5 Broader applicaAon 6 Use of methodology/structure 7 Leadership support 8 Demand for training Director, Change Management Change Management Specialist Change Analyst Change Manager Change Management Consultant Change Management Analyst Manager – OrganizaAonal Change Management H E L L O my JOB is More CM Resources and Posi?ons
- 12. © Prosci. All Rights Reserved. 12 1 Awareness of need 2 More resources/posiAons 3 Integra5on with PM 4 Establishment of CMOs 5 Broader applicaAon 6 Use of methodology/structure 7 Leadership support 8 Demand for training 71% 77% 2013 2015 Did integrate Did not integrate Excellent Good Fair Poor IntegraAon impacted CM effecAveness IntegraAon of PM and CM on the rise Integra?on with Project Management
- 14. © Prosci. All Rights Reserved. 14 1 Awareness of need 2 More resources/posiAons 3 IntegraAon with PM 4 Establishment of CMOs 5 Broader applicaAon 6 Use of methodology/structure 7 Leadership support 8 Demand for training Change Management Office Where the CMO was located: Where the CMO would be most effec5ve: • PMO • HR • Strategy/TransformaAon/Planning • IT • PMO • Strategy/TransformaAon/Planning • ExecuAve leadership/C-level report • OD • Own and maintain CM methodology • Own and maintain CM tools • Provide consultaAve support to project teams • Provide CM resources on specific projects • Maintain a CM community Loca?on Responsibili?es
- 16. © Prosci. All Rights Reserved. 16 1 Awareness of need 2 More resources/posiAons 3 IntegraAon with PM 4 Establishment of CMOs 5 Broader applica5on 6 Use of methodology/structure 7 Leadership support 8 Demand for training Broader applica?on included: q Involving a larger number of employees q Broadening definiAons of stakeholders q Using performance appraisals q Using CM for changes that are not formal projects q GamificaAon q Using CM to facilitate business engagement Broader applica?on of change management
- 19. © Prosci. All Rights Reserved. 19 1 Awareness of need 2 More resources/posiAons 3 IntegraAon with PM 4 Establishment of CMOs 5 Broader applicaAon 6 Use of methodology/structure 7 Leadership support 8 Demand for training Used methodology Did not use Excellent Good Fair Poor Use of methodology ma)ered 11% 15% 23% 51% 0% 20% 40% 60% Consultant provided Internal Combo/hybrid Provider/thought-leader Methodology used Use of methodology and structured approach
- 21. © Prosci. All Rights Reserved. 21 1 Awareness of need 2 More resources/posiAons 3 IntegraAon with PM 4 Establishment of CMOs 5 Broader applicaAon 6 Use of methodology/structure 7 Leadership support 8 Demand for training Increased leadership support for CM 29% 42% 54% 72% 0% 20% 40% 60% 80% 100% Very ineffecAve IneffecAve Moderately effecAve Extremely effecAve Sponsor effecAveness Percent of objecAves met/exceeded ü Greater support for change management ü Greater understanding of sponsorship
- 23. © Prosci. All Rights Reserved. 23 1 Awareness of need 2 More resources/posiAons 3 IntegraAon with PM 4 Establishment of CMOs 5 Broader applicaAon 6 Use of methodology/structure 7 Leadership support 8 Demand for training 74% Had aended cerAficaAon 86% Would recommend cerAficaAon Value of cer?fica?on: ü Structured approach gained ü Build skills and credenAals ü Acquire common and universal tools ü More likely to achieve desired outcomes Increased demand for CM training
- 26. © Prosci. All Rights Reserved. 26 1 IntegraAon with PM 2 ConAnued maturaAon 3 Building capability 4 RecogniAon of discipline 5 ExecuAve engagement In the discipline of change management Next five years
- 27. © Prosci. All Rights Reserved. 27 http://blog.prosci.com/integrating-change-management-with-project-management Project Management Design, Develop and Deliver SoluAon EffecAvely Change Management SoluAon is Embraced, Adopted and Used Proficiently People Processes Tools 1 Integra5on with PM 2 ConAnued maturaAon 3 Building capability 4 RecogniAon of discipline 5 ExecuAve engagement • Number of project managers developing CM skills • RecogniAon of CM role in project success Increases in:
- 28. © Prosci. All Rights Reserved. 28 • Inventory your current level of CM/ PM integraAon • Expand dimensions of integraAon: – People – Processes – Results and outcomes – Tools – Methodology • Provide awareness and educaAon to project leaders and teams • Delivering Project Results workshop – ½ day workshop for project managers and project teams • Free webinars on integraAng project management and change management – www.portal.prosci.com Aligning with this trend Prosci resources
- 29. © Prosci. All Rights Reserved. 29 • Commitment to standard methodology • Use and sophisAcaAon of tools • General use of change management and conAnued maturaAon 1 IntegraAon with PM 2 Con5nued matura5on 3 Building capability 4 RecogniAon of discipline 5 ExecuAve engagement Increases in: APPLICATION MATURATION
- 30. © Prosci. All Rights Reserved. 30 • Commit to a standard change management approach • Formalize your toolset • Monitor and encourage consistent usage through community of pracAce • Licensing of methodology and toolset • Cloud-based tools to support your applicaAon: – PracAAoner eToolkit – ADKAR Dashboard – PCT Analyzer – Best PracAces Audit – www.portal.prosci.com Aligning with this trend Prosci resources
- 31. © Prosci. All Rights Reserved. 31 • Internal capability and capacity • Skillsets across the organizaAon • Change management structures Leadership Structure Process Project Skill Prosci® ECM Strategy Map 1 IntegraAon with PM 2 ConAnued maturaAon 3 Building capability 4 RecogniAon of discipline 5 ExecuAve engagement Increases in:
- 32. © Prosci. All Rights Reserved. 32 • Assess current level of change management maturity • IdenAfy areas with opportunity for the most growth • Create a structured/intenAonal plan to grow CM capability • Change Management Maturity Model Audit • ECM Boot Camp – Public workshop • Strategic Alignment workshop – Onsite session Aligning with this trend Prosci resources
- 33. © Prosci. All Rights Reserved. 33 • InternaAonal recogniAon of CM • Career paths and CM jobs • Change management networks advancedtracks@prosci.com 1 IntegraAon with PM 2 ConAnued maturaAon 3 Building capability 4 Recogni5on of discipline 5 ExecuAve engagement Increases in:
- 34. © Prosci. All Rights Reserved. 34 • Educate yourself! Get cerAfied in a change management methodology • Obtain your CerAfied Change Management Professional (CCMP™) • Join a local or global change management organizaAon • Prosci change management cerAficaAon • Accelerator for Change PracAAoners – Virtual coaching post-cerAficaAon • Advanced CerAficaAon Tracks – Advanced PracAAoner – Advanced Instructor – Advanced Deployment Leader Aligning with this trend Prosci resources
- 35. © Prosci. All Rights Reserved. 35 1 IntegraAon with PM 2 ConAnued maturaAon 3 Building capability 4 RecogniAon of discipline 5 Execu5ve engagement • Awareness of need for CM and sponsorship • Development of sponsorship skills • Engagement in leading change Increases in: Mfg Dist IT BU 1 BU 2
- 36. © Prosci. All Rights Reserved. 36 • Build awareness for change management at senior levels of leadership as you support them • Leverage external experts to educate and coach senior leaders • Use must-win projects to engage and coach senior leaders • Change Management Project Support – Onsite and virtual advising on must-win projects – Coach project teams and sponsors to drive outcomes • Sponsor Briefing – Half day – Expert facilitated – Customizable Aligning with this trend Prosci resources
- 37. © Prosci. All Rights Reserved. 37 BEST PRACTICES IN CHANGE MANAGEMENT – 2016 EDITION eBEST PRACTICES Purchase at www.prosci.com Free two-week trial at www.portal.prosci.com