Democratization of Change Management Prosci CMI 4 June 2015

Copyright Prosci 2015. All rights reserved.
Evolution and the Future
of Change Management
www.prosci.com | +1-970-203-9332
Prosci
®
Tim Creasey, Chief Development Officer
tcreasey@prosci.com @timcreasey
www.linkedin.com/in/timcreasey/
Research | Methodology | Training | Advisory Services 4 June 2015
v83

Bigger
Change

Faster
Change

More
Complex
Change

More
Cross
Functional

V.U.C.A. World

The achievements
of an organization
are the results of
the combined
effort of each
individual.
Vince Lombardi

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

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

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

= 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

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

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
Aspects of
a person’s
job your
change can
impact

Even within complex systems,
the individual is the unit of change
Family
Networks
Communities
Geographies
Demography-s
Countries
Teams
Workgroups
Departments
Functions
Enterprise
Industry

Change management is
Applying structure, intent and rigor –
not leaving successful change to chance
Meeting the needs of impacted
employees in times of change
The solution to the reality of how change
actually happens – one person at a time
How we support individual transitions to
capture people-dependent project value

Poll Everywhere Placeholder
In seven or fewer words, define change management

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

Pre-1990
1990s
2000s
Coming
up
Eras of change management
changing landscape
research trends
innovators/early adopters
democratization

How long have you been involved in the formal
discipline of change management?

How long have you been “doing” change management

Richard
Beckhard
(1969)
Pre-1990 1990s 2000s Coming up
Arnold
Van Gennep
(1909)
Kurt
Lewin
(1951)
William
Bridges
(1979)
Foundations:
Understanding human
systems and how we
experience change

Change Acceleration Process (CAP)
On the radar:
Change management
enters the business
vernacular
Daryl
Conner
(1992)
Todd
Jick
(1993)
Jeanenne
LaMarsh
(1995)
John
Kotter
(1996)
Spencer
Johnson, M.D.
(1998)

Formalization:
Evolution of structure
and rigor in
change management
Processes and tools
formalization of
Organizational functions
Positions and job roles

Prosci Change Management Methodology
Formalization:
Processes and tools
34%
55% 58% 60%
72%
79%
'03 '05 '07 '09 '11 '13

Positions and job roles:
formalization of
Director, Change Management
Change Management Specialist
Change Analyst
Change Manager
Change Management Consultant
Change Management Analyst
Manager – Organizational Change Management
H E L L O
my JOB is
Formalization:
Processes and tools

Do you have a formal change management job?
(Yes, No, Sort of)

2011 2013
43% 52%
< 1 year 1 to 3 years 3 to 6 years > 6 years
20% 37% 25% 17%
Organization has CM job roles
24,582 results
Formalization:
Processes and tools
65%

 21%
PMO
18%
HR
14%
IT
10%
Corp,
Shared Services
   10%
OD
9%
Strategy,
Transformation,
Planning
6%
Operations,
Within Bus
3%
Exec,
C-Level
report
2011
36%
2013
38%
Organization has CMO
(dedicated functional group)
Formalization:
Processes and tools
40%

Internal Trends:
Next two years
External Trends:
Next five years
1. Maturation of the practices
2. Internal capability building
3. Expansion as profession
4. Acceptance
5. Integration with PM
6. Greater application
1. Awareness of need
2. Broader application
3. Leadership support
4. More CMOs
5. Increased use of methodology
6. Emphasis on plans
7. Focus on individual
8. Need to manage portfolio
9. Engagement with PM

Increased
application
Maturation of the
practice and profession
Increased internal
capabilities
+
+
Democratization
of CM

Democratization of CM
δημοκρατία (dēmokratía)
rule of the people

δημοκρατία (dēmokratía)
rule of the people
Democratization of
change management
taking change management
to the people

What exactly are we
“taking to the people” when we
democratize change management?

What exactly are we
“taking to the people” when we
democratize change management?
Catalyzing
to deliver

We are democratizing the ability to
capture people-dependent results
Requirements Results
Outputs Outcomes
Specifications Sustainment
Installation Realization
Solutions Benefits

For your project, estimate the percent of
overall results and outcomes that depend on
employee adoption and usage:

Gartner BPM Summit
Dec 12, 2014
Prosci Webinar
Feb 11, 2015

How much are you investing (budget, people, energy) in
driving and supporting employee adoption and usage:
depends on
adoption
and usage
invested in
adoption
and usage

Now, think about your portfolio of engagements:
Engagement
dependent on
adoption
and usage
invested in
adoption
and usage

Priority is
a function
of context.
Stephen R. Covey

We are democratizing:
Mitigating mission critical risk

16%
46%
77%
96%
0%
100%
Poor Fair Good Excellent
Change Management Effectiveness
Percent who met or
exceeded objectives
We are democratizing:
Increasing likelihood of success
6x

If we can support and enable
each impacted employee through
their own individual transitions,
we create successful change:
At the individual level
At the project level
At the program level
At the organizational level

What we ARE
democratizing:
What we ARE NOT
democratizing:
Catalyzing
to deliver
Coercing change
Manipulating employees
Forcing change
Managing the unmanageable
Stakeholder Analyses
Risk Assessments
Communication Plans
Training Plans

WHY
HOW
YOU?

Democratization of CM WHY

Demand Side
Pull

“out-changing”
as a competitive
advantage

“It takes
a village”

Simplicity
is the ultimate
sophistication.
Leonardo da Vinci

Democratization of CM HOW

“I’d like three orders of
change agility from
page 145, please.”

On a scale of 1 (not at all) to 10 (obsessively), what is the
focus on “change agility” in your organization?

CM
Build
Individual
Competencies
Integrate into
Changes, Projects
and Programs
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
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors

Design solutions
with adoption
and usage in mind
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Internalize ABC
of sponsors
Internalize CLARC
role in change
Expect and
Thrive in Change

Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Hiring
On-boarding
Training
Coaching
Objectives
Competency
Models
Development
Plans
Performance
Reviews

Initiate Plan Design Develop Deploy Sustain
Project/Program Work Stream (technical side)
Change Management Work Stream (people side)
Change Management becomes an
expected and embedded work stream on all projects

Requirement at initiation
Inventory impacted groups
Define their changes
Create customized
and scaled strategy
Resource CM
Integrate CM into
project gates
Integrate CM into
standard reviews
Measure success at
benefit realization,
project execution,
AND individual
transition levels
Align “people side”
and technical side
activities

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

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

A D K A RAK AKAccounting

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

Project
Health
Change
Scorecard
Best Practice
Alignment
CMROI
Calculation
ADKAR
Progress
Adoption
contribution
Installation
contribution
100%
50%
36%
3-Phase
Process
Phase 1:
Preparing for Change
Phase 2:
Managing Change
Phase 3:
Reinforcing Change

Project A
Program B
Initiative C
D
E
F
G
H
I
J
K
L
M

Making great change management
the expectation,
not the exception,
in your organization.
CM
Build
Individual
Competencies
Integrate into
Changes, Projects
and Programs

What does it
mean to YOU?

Subject Matter Expert
Maven
Enabler
Democratization
Architect
Equipper
Coach
Democratization of CM YOU?

You are the conductor

You are the coach

You help put the pieces together

You create the guardrails

Change agility takes more than
chatter, want to and magic

Enterprise Change Capability
“Structure and Intent”
Change Management

Keywords that describe the function of your change
management office/CoE/CoP TODAY`

Keywords that describe the function of your change
management office/CoE/CoP [IN THE FUTURE]

The pendulum will
swing on your role

Pre-1990
1990s
2000s
Coming
up
Eras of change management
Democratization
of CM

Submit your email address for follow up
(it won’t show up on the screen)

Contact Prosci (solutions@prosci.com) or
Being Human (info@beinghuman.com.au)
to deliver 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
www.prosci.com | blog.prosci.com

Democratization of Change Management Prosci CMI 4 June 2015

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