Prosci Best Practices in Change Management, 2016 Edition

1000 500 0 Prosci Webinar: Top contributors to success Prosci Best Practices in, 2016 Edition Top Contributors to Success 1 Prosci Research Foundation 9 studies 17 years 4500 participants What works? What doesn t? What to do differently? 102 Participants 1120 1998 2015 2 Copyright 2016 Prosci. All rights reserved. 1

Building the body of knowledge on change management Evolution of Prosci Research Key New topic area Major focus Minor focus Culture 2015 Global awareness Complementary roles Change Agent Networks VerBcal industry customizabon JusBfying CM 2013 Job roles and locabons 2011 Advice for new pracbboners Complex change Aligning CM with other disciplines Measurement and metrics 2009 IntegraBng CM and PM Readiness Trends in CM Reinforcement and sustainment 2007 SaturaBon and porpolio management OrganizaBonal change capability 2005 Team member arributes Resources and budgets 2003 Resistance management 2000 Manager Role Greatest contributors 1998 Biggest obstacles Methodology CommunicaBons Training 1998 2000 2003 2005 2007 2009 2011 2013 2015 3 THE LARGEST BODY OF RESEARCH IN THE FIELD OF CHANGE MANAGEMENT Prosci s comprehensive research allows you to align your change management efforts with industry best practices, optimizing your approach to achieve results. Leverage lessons learned from thousands of change and project leaders. TRY A TWO-WEEK FREE TRIAL OF ebest PRACTICE Access best practices and benchmark data from anywhere through the Prosci ebest Practices. Continually updated, this app contains all of Prosci s most current and relevant research. Browse all topics to sharpen your change management skills or use the Prosci ebest Practices to find answers to your current questions. 4 Copyright 2016 Prosci. All rights reserved. 2

What to expect in Prosci s new 2016 benchmarking report: New Structure Organization Intro pages New Topics Culture Industry Change Agent Networks much more 5 Organization: Part Two: Application Chapter 4: Motivation and Justification Motivation Part Chapter Section Drivers that caused change management to be applied on the project Finding 6 Copyright 2016 Prosci. All rights reserved. 3

Top Contributors to Success 2013 2015 1 1 2 Approach 3 Resources 4 Communication 5 6 Integration with PM 7 Manager 2 Approach 3 Resources 4 Integration with PM 5 6 Communications 7 Manager 9 Each Contributor Supports the Goal: Adoption and Usage The Goal: adoption and usage Communications Middle Management Approach Resources Integrating with PM Top Contributors to Success Relationship to Adoption and Usage Copyright 2016 Prosci Inc. Best Practices in 2016 Edition 10 Copyright 2016 Prosci. All rights reserved. 5

The Goal: Adoption and Usage The Goal: adoption and usage Communications Middle Management Approach Resources Integrating with PM 11 With change management Current Results and Outcomes Depend on Adoption and Usage Transition Adoption and usage gets bumpy Adoption and usage takes longer Future Adoption and usage incomplete = X project benefits created Adoption and usage not as expected Without Current Transition Future <X 12 Copyright 2016 Prosci. All rights reserved. 6

#1) The Goal: adoption and usage Communications Middle Management Approach Resources Integrating with PM 13 How Drives Adoption and Usage s look to and listen to senior leaders for direction and commitment 1998 2000 2003 2005 2007 2009 2011 2013 2015 In all 9 of Prosci s studies, active and visible executive sponsorship was #1 on the list by over a 3:1 margin 14 Copyright 2016 Prosci. All rights reserved. 7

Three Roles of Sponsors It s not just signing checks and charters ABCs of #1 Active and visible participation throughout the project #2 Communicate directly with employees #3 Build a coalition of sponsorship Sponsor role understanding 58% reported less than adequate understanding of the sponsor role 6% 19% 33% 30% 12% 0% 20% 40% 60% 80% 100% None Slight Some Adequate Complete understanding understanding understanding understanding 15 ABC Effectiveness Active and visible participation Extremely Ineffective Ineffective Somewhat Effective Effective Extremely Effective 5% 15% 33% 32% 16% 0% 20% 40% 60% 80% 100% Build a coalition of support 9% 22% 33% 24% 12% 0% 20% 40% 60% 80% 100% Communicate directly with employees 6% 20% 31% 29% 14% 0% 20% 40% 60% 80% 100% 16 Copyright 2016 Prosci. All rights reserved. 8

#2) Approach The Goal: adoption and usage Communications Middle Management Approach Resources Integrating with PM 17 How Approach Drives Adoption and Usage To get sufficient Adoption and Usage, we must apply structure and intent C T F Individual transitions, adoption and usage don t happen by chance Change is a process, and must be managed like a process 18 Copyright 2016 Prosci. All rights reserved. 9

Data on Use of Methodology 80% 60% 40% 20% 0% 40% 20% 0% Percent of participants using a structured approach '03 '05 '07 '09 '11 '13 '15 80% Used a methodology 60% Did not use a methodology 11% 15% 44% 7% 51% 23% 44% Provider/Thought-Leader (Prosci) 7% Provider/Thought-Leader (Other) 23% Combo/Hybrid/Mixture 15% Internally Developed 11% Consultant Provided 19 When to Start 85% 40% Proactive (not fire fighting) Adoption and usage from the beginning 28% 13% 2% 18% Should Did 0% 13% 0% 1% Initiation Planning Design Implementation Closure 64% 56% 49% % that met or exceeded objectives 37% 0% 20 Copyright 2016 Prosci. All rights reserved. 10

#3) Resources The Goal: adoption and usage Communications Middle Management Approach Resources Integrating with PM 21 How Resources Drive Adoption and Usage If it s not someone s job, it s no one s job Advantages with: Focus Single point of contact Accountability Risks without: Neglected change management Lack of coordination Lack of ownership and accountability 22 Copyright 2016 Prosci. All rights reserved. 11

Did the Project Have Dedicated CM Resources? 80% 60% 40% 20% Good or Excellent 76% had a dedicated change mgmt resource 0% With a dedicated resource Without a dedicated resource 23 Resourcing and Budgeting Percent who had component in their budget Change management resource costs Training costs Communication costs Change External management consultant materials costs Change External management consultant materials costs Event costs General expenses 75% 67% 62% 54% 49% 37% 37% Reinforcement and recognition costs 19% 24 Copyright 2016 Prosci. All rights reserved. 12

#4) Integration with PM The Goal: adoption and usage Communications Middle Management Approach Resources Integrating with PM 25 How Integration Drives Adoption and Usage An integrated solution delivers the unified value proposition to deliver results Project management Current Transition Future Change management Design Develop Deliver + = success Embrace Adopt Use 26 Copyright 2016 Prosci. All rights reserved. 13

Integrating CM and PM 77% Integrated CM & PM Unified Value Proposition Didn t Did Project Management Design, Develop, Deliver Solution Effectively And it mattered: Good or Excellent CM People Processes Tools 60% Did 33% Didn t Solution is Embraced, Adopted and Used Proficiently 27 Integrating CM and PM People dimension 37% 21% PM CM PM CM 14% 22% PM PM & CM CM Collaboration Cross-training Define roles and responsibilities CM 28 Copyright 2016 Prosci. All rights reserved. 14

Integrating CM and PM Process dimension PM CM PM CM Integrate plans Align timelines Sequence tasks Add deliverables 2014 2015 J J J J J F M A M A S O N D J F M A M A S O N D PM Initiate Plan Design Develop Deploy P3 Reinforcing Change P2 Managing Change CM P1 Preparing for Change 29 #5) The Goal: adoption and usage Communications Middle Management Approach Resources Integrating with PM 30 Copyright 2016 Prosci. All rights reserved. 15

How Drives Adoption and Usage s are the ones who have to ultimately adopt and use the solution C T F Andy C T F Becky C T F Charlie C T F Debbie and participation increase the likelihood of successful transitions 31 An organizational move from the current to the future Current Transition Future Ultimately requires individuals to move from their own current to their own future C C C C C T T T T T F F F F F C C C C C T T T T T F F F F F C C C C C T T T T T F F F F F C C C C C T T T T T F F F F F C C C C C T T T T T F F F F F 32 Copyright 2016 Prosci. All rights reserved. 16

Across the Project Lifecycle Definition of how the job will be done differently? C T F Awareness Understanding Support levels Acceptance Participation Adoption Usage Compliance Proficiency Satisfaction 33 Facilitating and Evaluating FACILITATING Input opportunities Communications: Two-way Sponsor support Manager support EVALUATING Surveys and Assessments Feedback Systems Observation Monitoring and Tracking Focus Groups and Interviews Errors and Issues 34 Copyright 2016 Prosci. All rights reserved. 17

#6) Communications The Goal: adoption and usage Communications Middle Management Approach Resources Integrating with PM 35 How Communications Drive Adoption and Usage Communications catalyze the required individual transitions by answering questions employees have Why change? Why now? What if not? WIIFM? How am I impacted? How will it happen?? Communicated to: s Managers Senior leaders Others impacted 36 Copyright 2016 Prosci. All rights reserved. 18

Effective Communications Plan Sends the right message Most commonly integrated tool in 2014 study results To the right audience At the right time From the right sender Through the right channel 37 Key Messages 1. To employees Why 2. To managers 3. To executives Details 38 Copyright 2016 Prosci. All rights reserved. 19

2009 Prosci and Bill Cigliano Prosci Webinar: Top contributors to success #7) Middle Management The Goal: adoption and usage Communications Middle Management Approach Resources Integrating with PM 39 How Middle Managers Drive Adoption and Usage Middle managers are the closest to where the change comes to life Proximity Relationship Trust Operational Knowledge 40 Copyright 2016 Prosci. All rights reserved. 20

Five Roles of Managers 1) Communicator Effective Ineffective 2) Advocate 3) Coach 4) Resistance Manager 5) Liaison 2009 Prosci and Bill Cigliano 0% 50% 41 Best Practices Audit How are your efforts aligning with best practices in: The Goal: adoption and usage Communications Middle Management Approach Resources Integrating with PM Top Contributors to Success Relationship to Adoption and Usage Copyright 2016 Prosci Inc. Best Practices in 2016 Edition 42 Copyright 2016 Prosci. All rights reserved. 21

ebest Practices Audit 7 Top Contributors Approach Resources Integration with PM Communication Manager + additional research depth Web-based diagnostic tool based on the research Available now: http://portal.prosci.com Evaluate alignment with best practices Quantify your CM effectiveness Focus on issues that need attention Guidance and direction on most critical activities Evaluate progress over time For all of your projects 43 Example: 1. Specific audit statements to determine how your practice aligns with each of the 7 top contributors to success 44 Copyright 2016 Prosci. All rights reserved. 22

Track over time (baseline + progress) 51 How well are we doing change management? 7 Top Contributors Approach Resources Integration with PM Communication Manager Research-based diagnostic tool Available now on the Prosci Portal http://portal.prosci.com 52 Copyright 2016 Prosci. All rights reserved. 26

Top Contributors Conclusion The Goal: adoption and usage Communications Middle Management Approach Resources Integrating with PM Top Contributors to Success Relationship to Adoption and Usage Copyright 2016 Prosci Inc. Best Practices in 2016 Edition 53 Prosci Best Practices in, 2016 Edition Available now! www.beinghuman.com.au info@prosci.com +61 2 9810 6264 654 Copyright 2016 Prosci. All rights reserved. 27