This document discusses building organizational change capability. It begins by introducing Being Human, a company that helps organizations develop change management skills. It then discusses upcoming training programs and topics to be covered, including why changing the way organizations change is needed. Statistics are presented showing most change efforts fail and few organizations have strong change capabilities. The highest impact activities for building change management include treating it as a project and adopting a consistent methodology. Mistakes to avoid include relying only on training and ignoring lessons from past change efforts. The document discusses measuring an organization's change management maturity and the role project managers can play in supporting change.
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Building Future Proof Organisations with Change Management
1. Vicky Emery,
Director – Change Capability
Services, Being Human
September 2015
Ready, Set, Change:
Building a Future Proof
Organisation
2. Introducing Being Human
• Founded in 1994
• Our mission: develop
change-capable people and
organisations so they
achieve the benefits of
change.
• Exclusive Prosci Primary
Affiliate Australia and New
Zealand.
• The 3 Prosci Certified
Instructors in the APAC
region
2
3. Programs coming in 2016
• ‘Prosci Change
Management Certification
Program’
• 4 Public programs - Auckland &
Wellington (Feb, May, Aug, Nov)
• Dates and venues announced
end of September
• PMI, AIPM and CMI endorsed
• ‘Building Organisational
Change Capability’
• ‘Delivering Project Results’
3
4. Topics
• Why we need to change
the way we change
• Global outlook – latest
research
• Triggers to get started
• Highest impact activities
• Mistakes to avoid
• Finding a home for
Change Management
• What role can Project
Managers play?
• Q&A
4
“Change is the law of life. And those who look only to
the past or present are certain to miss the future.”
John F. Kennedy
7. Success rates of change remain low
IBM Making Change Work Report While the Work Keeps Changing Report
August 2014
1,400 organisations globally, over 20 industries,
8. And many organisations lack change
capabilities
8
IBM Making Change Work Report While the Work Keeps Changing Report
August 2014
1,400 organisations globally, over 20 industries,
9. 76%
CEOs see the need for investing in enterprise
change capability
“Our ability to adapt is
a key source of
competitive
advantage.”
Pricewaterhousecoopers 2008
“Organisational agility
is critical to business
success.”
McKinsey 2009
90%
10. We can’t afford “hit and miss” change….
10
We need consistent, successful implementation and
benefit realisation with
high employee engagement
11. Prosci 2014 Best Practices in Change
Management Benchmarking Report
• 822 participants
• 63 countries
• Top 3 roles:
• Change Management team
leader
• External consultant
• Project team leader
• 244 pages
• 38 new topics
The largest body of Change Management knowledge in the world.
11
2% 2% 3%
5%
14%
15%
25%
34%
Middle East
Latin America
Asia and Pacific
Islands
Africa
Europe
Canada
Australia and New
Zealand
United States
19. Just over 50% of organisations globally are
actively building enterprise Change Management
19
2014 Best Practices in Change Management Report.
3400 participants in 63 countries. Prosci copyright 2013.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes No Don’t know
Actively working to deploy Change Management
2011 2013
20. Australia & New Zealand are early adopters
20
2014 Best Practices in Change Management Report.
3400 participants in 63 countries. Prosci copyright 2013.
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Middle East
Latin America
Europe
Asia and Pacific Islands
Canada
United States
Entire study population
Africa
Australia and New Zealand
Actively working to deploy Change Management by region
21. Early adopting industries
21
2014 Best Practices in Change Management Report.
3400 participants in 63 countries. Prosci copyright 2013.
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Entire Study Population
Oil and Gas
Information Services
Utilities
Retail Trade
Mining
Services - Other (except Public Administration)
Banking
Finance
Insurance
Pharmaceutical
Participants actively working to deploy by industry
22. Major gap between Change Management at
project and enterprise levels
22
of organisations apply a
Change Management
methodology
of organisations applying
Change Management
methodology to all
projects
2014 Best Practices in Change Management Report.
822 participants in 63 countries. Prosci copyright 2013.
23. What does it mean to be a “change-capable
organisation”?
• Three capabilities required
for successful change
• Not roles or jobs
• Need strength in all three
capabilities
• Missing capabilities
increases project risk
23
The Prosci Project Change Triangle
24. Triggers to get started
• Volume and complexity of
change underway
• Past program or project
failure
• Demonstrated success of
projects applying Change
Management
• Risk Management
• Employee Engagement and/
or Culture Survey results
• Others?
27. PMOs are leading change capability building
2014 Best Practices in Change Management Report.
822 participants in 63 countries. Prosci copyright 2013.
0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%
Other
Grassroots
Within business units, Operations
Independent change management group
Corporate and Shared Services
Strategy, Transformation, Planning
Executive Leadership
Information Technology (IT)
Organisational Development (OD)
Human Resources (HR)
Project Management Office (PMO)
Percentage of respondents
Originator of the effort
28. Where is CM work ‘located’?
28
38%
Had a Change Management Office or
functional group globally
45%
Of Australia & New Zealand
participants had a central CM
office/team
Top Locations
• PMO: 28%
• HR: 24%
• OD: 17%
• IT: 14%
• Strategy/Transformation:13%
Key Roles
1. Own & maintain methodology
2. Own & maintain tools
3. Consulting support to Change
Management resources on projects
4. Maintain CoP
5. Provide resources for projects
2014 Best Practices in Change Management Report.
3400 participants in 63 countries. Prosci copyright 2013.
29. Only 23% report high levels of success
29
0%
10%
20%
30%
40%
50%
60%
70%
Very unsuccessful Unsuccessful Moderately successful Successful Extremely successful
Success of deployment effort
30. Features of organisational capabilities
30
• Take years or decades to
build
• Pay off is long term
• Become an asset – intangible
• Difficult for competitors to
identify, imitate or match
• Can erode or disappear
• Can be difficult to change
• Consistent investment
• Robust if embedded across
multiple processes and
systems
Source: Change Power – Turner and Crawford,1998
31. Highest impact activities
• Treat ECM as a project
• Secure sponsorship before moving
forward
• Build a strong case for Change
Management
• Multi pronged approach
• Adopt a single, effective, consistent
methodology and upskill people to
use it
• Position Change Management as
everyone’s job
31
2014 Best Practices in Change Management Report.
3400 participants in 63 countries. Prosci copyright 2013.
37. Change Management maturity by region
Region
(plus % of study participants from region)
Average Maturity Level
All regions (100%) 2.66
United States (34%) 2.69
Australia and New Zealand (25%) 2.68
Canada (15%) 2.62
Europe (14%) 2.66
Africa (5%) 2.59
Asia and Pacific Islands (3%) 2.88
Latin America (2%) 2.67
Middle East (2%) 2.31
2014 Best Practices in Change Management Report.
3400 participants in 63 countries. Prosci copyright 2013.
38. Level of maturity Australia & NZ
0% 10% 20% 30% 40% 50% 60%
Level 1
Level 2
Level 3
Level 4
Level 5
Maturity Model data for Australia and New Zealand
2014 Best Practices in Change Management Report.
3400 participants in 63 countries. Prosci copyright 2013.
39. What role can you play @ project level
• Aligning Project or Program Management
and Change Management strategy
• Building in time and budget to equip
managers to be effective change leaders
• Measuring success of the project and the
adoption – individual “knowledge” and
“ability” and how it connects with results
• Being realistic about the ‘load’ of
effectively managing the changes
underway
• Giving Senior Leaders good reason to
say ‘yes’ or to say ‘no’ and what it will
take to land the benefits through
‘adoption’
39
40. What role can you play @ enterprise level
40
• Being part of the ECM effort and
bringing PM as your superpower
• Building individual capabilities for
key roles:
• Executives
• People Leaders
• Professionals and Technical
specialists
• Project Managers and teams
• Employees
• Embedding change leadership in
competency frameworks and
curricula
• Treating ‘getting better at landing
change around here’ as a project in
its self