Creasey ADKAR Track Gartner BPM Sept 2015

Copyright Prosci 2015. All rights reserved.
Research | Methodology | Training | Advisory Services
Catalyzing Individual Transitions to
Deliver on Business Transformation
www.prosci.com | +1-970-203-9332
Prosci
®
tcreasey@prosci.com @timcreasey
www.linkedin.com/in/timcreasey/
1

Bigger
Change
More
Complex
Change
More
Cross
Functional
Faster
Change
2

Change ultimately comes to life
One person at a time
3

It is often easier to think about
change from only the
organizational perspective
Cultural Transformation System Update
4

Current Transition Future
Organizational change
5

But change ultimately happens
one person at a time
Andy
Becky
Charlie
Debbie
Andres
Belinda
Catalina
Diego
Ajit
Bindu
Chanda
Darshan
6

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
Made up of individual changes
7

Estimate how many people will have to do their jobs differently after your
current project goes live.
8

TC
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
F F
F F F
F
T
T
T
F
F
F
F
Made up of individual changes
9

If we do not support and equip
individual transitions,
then our future state looks nothing
like the future state we expected
F F
F F F
F
F
F
F
F
F
F
F
F F F
F F F F
F F
F F F
F F F F
F
F
F
F
F
F
F
F
10

= lower ROI
= less benefit realization
= unachieved improvement
= not what we expected/hoped for
F F
F F F
F
F
F
F
F
F
F
F
F F F
F F F F
F F
F F F
F F F F
F
F
F
F
F
F
F
F
instead of
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If we can support and enable
each of those individuals through
their own personal transitions,
we create successful change:
At the individual level
At the project level
At the organizational level
12

Change management:
CHānj ‘manijmǝnt
Catalyzing
individual transitions
to deliver
organizational results
13

Change management helps
mitigate mission critical project risks
14

Gartner BPM Summit
Dec 12, 2014
Prosci Webinar
Feb 11, 2015
Change management is how you
capture people-dependent ROI
15

Employee adoption and usage
of change has a
direct and concrete impact
on achieving expected
results and outcomes
16

16%
46%
77%
96%
0%
100%
Poor Fair Good Excellent
Change Management Effectiveness
Percent who met or
exceeded objectives
Change management correlates
directly with project success
6x
Increase in likelihood
of meeting objectives
with excellent change
management
17

16%
32%
54%
72%
0%
100%
Percent who were on
or ahead of schedule
directly with staying on schedule
Delays
Rework
Redo
Revisit
18

48%
63%
71%
81%
0%
100%
Percent who were on
or ahead of budget
directly with staying on budget
Pay now or
pay later
19

McKinsey study shows that
“effective change management pays”
Top performers:
143%
Worst performers:
35%
Percent of expected value
of initiative eventually
captured by company
From McKinsey “Helping Employees Embrace Change”
http://www.mckinsey.com/insights/organization/helping_employees_embrace_change
20

Change management is
how we capture
the people-dependent
portion of our project
value, ROI and benefits.
Change management is a
benefit realization enabler.
21

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
22

Aspects of a
person’s job
you can impact
Processes
Systems
Tools
Job
roles
Critical
behaviors
Mindset/
Attitudes/
Beliefs
Reporting
structure
Performance
reviews
Compensation
Location Equipping
and
supporting
these
individual
changes
is how
results are
realized
23

How does
this person
make a
successful
personal
change?
24

M T W R F
An email on Monday
for training on Tuesday
for “go live” on Wednesday
is NOT the way to prepare
and equip individuals to
successfully change
25

How often do you see Monday-Tuesday-Wednesday change?
26

PUNCHLINE
If you understand how a single
individual makes a change,
you can catalyze and support
the employee and stakeholder
personal transitions to drive
change results and outcome
27

Prosci®
ADKAR®
Model
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
29

Real Life Example of ADKAR
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.”
30

A Few More Real Life Examples
Same change, different Desires
31

A Few More Real Life Examples
App introduction screens – K and A
The
Weather
Channel
Fandango
Pulse
32

Prosci®
ADKAR®
Model
Reinforcement
“I will continue to…”
Ability
“I am able to…”
Knowledge
“I know how to…”
Desire
“I have decided to…”
Awareness
“I understand why…”
33

Which ADKAR element do you think is the
most challenging in times of change?
34

ADKAR Defines Success: For One
Person or Organization-Wide Changes
Change with
one person
Or five
people…
Or twenty
people…
Or 1000
people…
36

Awareness
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
Awareness IS:
Awareness of the NEED for change
Awareness is NOT:
Awareness that a change is happening
37

Think about a change that recently impacted how you had to do your job. Rate
your level of “AWARENESS of the need for change” on a 1 (lowest) to 5 (highest)
scale.
38

Desire is tricky because
You cannot MAKE Desire, but…
You can INFLUENCE Desire
Desire
What’s in it for me (WIIFM)?
What are the personal motivating factors?
What are the organizational motivations?
Change involves personal decisions
39

Thinking about that same change… Rate your level of “DESIRE to participate
and support the change” on a 1 (lowest) to 5 (highest) scale.
40

Knowledge
Training on and learning new behaviors,
skills, processes and tools
During and after the change occurs
Change requires knowing how
Knowledge is NECESSARY but not
SUFFICIENT for creating change
This is what Knowledge without
Awareness and Desire looks like
41

Thinking about that same change… Rate your level of “KNOWLEDGE on how to
change” on a 1 (lowest) to 5 (highest) scale.
42

Ability
Demonstrated capability to implement the
change in performance or behavior
Change requires action in the right direction
There can be a Knowledge-Ability Gap
Knowledge = Ability/
Knowledge
Knowledge
Knowledge
Ability
Ability
Ability
43

Thinking about that same change… Rate your level of “ABILITY to implement”
on a 1 (lowest) to 5 (highest) scale.
44

Reinforcement
Actions that increase the likelihood that
the change will be continued
Recognition and rewards to sustain
Change must be reinforced to be sustained
Without Reinforcement,
it is our tendency to revert back:
• Natural
• Physical
• Psychological
45

Thinking about that same change… Rate your level of “REINFORCEMENT to
sustain the change” on a 1 (lowest) to 5 (highest) scale.
46

Prosci®
ADKAR®
Model
Reinforcement
“I will continue to…”
Ability
“I am able to…”
Knowledge
“I know how to…”
Desire
“I have decided to…”
Awareness
“I understand why…”
Question to you:
Are you actively
building (and
planning for)
A, D, K, A, and R?
47

Aligning CM to Project Lifecycle
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
48

Phase 2:
Plans
General
Project
Lifecycle
Individual
Change Journey
Milestones
Organizational
Change Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-Phase
Process
AD RKA
49

A D K A RAK AKAccounting
50

A D K A R
A
A
N. America
Europe
Asia
A D K
A D K
R
R
51

1
A D RProgram
Project 1 K R
Project 2
Project 3
Project 4
A
R
R
R
2
A
4
A
3
A
K
K
K
52

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
53

Change Management Activities
Drive Milestones
Individual:
Awareness Desire Knowledge Ability Reinforcement
Communication plan
Sponsor roadmap
Coaching plan
Training plan
Resistance Mgmt
Organizational:
54

The challenge to you:
Design
Develop
Deliver
Awareness
Desire
Knowledge
Ability
Reinforcement
Effective
solutions for BPM
Transformation
Build sufficient
individual
+
55

Technical side – people side quadrant
56

Prosci®
ADKAR®
Model
Reinforcement
To sustain your your change
Ability
To implement required skills and behaviors for your change
Knowledge
On how to make your change
Desire
To participate and support your change
Awareness
Of the need for your change
57

W7. Workshop:
Building Your
ADKAR Map
for Your
Transformation
Effort
(2:15 p.m. – 3:45 p.m.)
58

solutions@prosci.com
Catalyzing Individual Transitions to
Deliver on Business Transformation
59

Prosci Solution
Delivering organizational results by
catalyzing individual transitions
http://www.prosci.com | http://blog.prosci.com
changemanagement@prosci.com
Build individual change competencies
Apply change management on initiatives
Embed organizational change capability
http://www.prosci.com
solutions@prosci.com
60

Creasey ADKAR Track Gartner BPM Sept 2015

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Creasey ADKAR Track Gartner BPM Sept 2015