1.
Change
Management for
hard to love change
Presented by Catherine Smithson
July 2015

2.
Introducing Being Human
• Founded in 1993
• Our mission: develop
change-capable
people and
organisations so they
achieve the benefits of
change.
• Exclusive Prosci
Primary Affiliate
Australia and New
Zealand.
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3.
Prosci by the numbers
• 1994 – Founded in Loveland
(Denver) Colorado, USA
• 8 global Benchmarking
Reports
• 16 years of longitudinal
research
• 3,400+ research participants
• 63 countries
• 80% Fortune 500 companies
• 30,000+ Certified practitioners
worldwide
• 4,000+ Certified practitioners
Australia/New Zealand
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4.
Agenda
• Hard to love changes - how to
spot them
• Typical issues you will encounter
• Does regular Change
Management still apply?
• Making the business case to
decision makers
• Top tips for tailoring Change
Management
• Q&A
4
Getting back to Normal…
it’s a town in Illinois USA.

5.
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7.
Easy to love changes
7
PerformancePerformance
>
Current
state
Transition
state
Future
state
© Prosci Inc. All rights reserved www.change-management.com

8.
Expected Results and Outcomes
Results and Outcomes
Benefit Realisation
Value Creation
Return on Investment (ROI)
Delivering on the project
promise
8
Future
© Prosci Inc. All rights reserved www.change-management.com

9.
Individuals make their own transitions:
They adopt and use the change
The individual is the unit of change
© Prosci Inc. All rights reserved www.change-management.com

10.
Easy to love changes
10
Future
Organisational level Individual level

11.
Prosci ADKAR Model
The five building blocks for individual change
11
Awareness: “I understand why…”
Desire: “I have decided to…”
Knowledge: “I know how to…”
Ability: “I am able to…”
Reinforcement
:
“I will continue to…”
© Prosci Inc. All rights reserved www.change-management.com

12.
What is a Hard to Love Change?
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The nature of the change
and/or the process of
change makes it difficult to
build the buy-in needed to
achieve the required
business outcomes.
People factors are a major risk to the success of the change.

13.
Examples
• Shared Services
• Downsizing and
redundancies
• “Like for like” IT system
replacement
• Compliance projects
• Mandated change
• Others?
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14.
What hard to love change looks like
14
T
T
T
T
T T
T
© Prosci Inc. All rights reserved www.change-management.com

15.
The Swiss Cheese Future State: Adoption and
Useage are not what we expected
15
“Most locations implemented, but the
team in Sydney are still in transition.”
“Key users are still struggling, they
need more support.”
“The new operating model has rolled
out but teams are still operating in
silos”.
“There is a wide variation in the
benefits being realised in different
parts of the business.”
“We need to start Phase 5 to capture
all the expected benefits.”
Plus the the solution delivered
may not be what was required

16.
“Soft side” drives success on
“hard side”
• How much value does a
new process deliver if no
one follows it?
• How much value does a
new technology or system
deliver if no one uses it?
• How much benefit is
realised if the people drift
back to the “old ways”?
With a very large,
negative ROI
© Prosci Inc. All rights reserved www.change-management.com

17.
Applying ADKAR to hard to love changes
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ADKAR Stage Barrier
Awareness • No compelling need
• “All’s well in my world”
• Risk of not changing not clear
Desire • Increased workload, during & after
• Dis-benefits
• Mandated change
• Losses outweigh the gains
• Time frame – speed
• History of failed change
• Disconnect with values

18.
Typical issues we encounter
• Anger
• Cynicism
• Rumours
• Objections
• Disengagement
• Withdrawal
• Passive resistance
• Apathy
• Lack of participation
• No shows at training
• Opting out
• Workarounds
• Others?
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19.
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20.
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21.
Does regular Change Management still apply?
• Change Management
drives the adoption
and useage that
delivers results,
outcomes & benefits
• Change Management
mitigates risk
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22.
Change Management increases
success rates by a factor of 6
Change Management increases the
probability of success
• "Of the 165 research
participants who reported
having excellent change
management effectiveness,
96% met or exceeded
project objectives"
• "Participants with the highest
level of change management
effectiveness were 6X more
likely to meet or exceed
project objectives"
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16%
46%
77%
96%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor
(n=244)
Fair
(n=653)
Good
(n=834)
Excellent
(n=165)
P
e
rc
e
n
t
o
f
re
s
p
o
n
d
e
n
ts
th
a
t
m
e
t
o
r
e
xc
e
e
d
e
d
p
ro
je
c
t
o
b
je
c
tiv
e
s
Overall effectiveness of change management program
* Data from 2007, 2009, 2011 and 2013
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
Correlation of change management effectiveness
to meeting project objectives
2014 Best Practices in Change Management Report.
822 participants in 63 countries. Prosci copyright 2013.
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23.
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Change Management drives staying on budget
48%
63%
71%
81%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor
(n=258)
Fair
(n=737)
Good
(n=1001)
Excellent
(n=180)
P
e
rc
e
n
t
o
f
re
s
p
o
n
d
e
n
ts
th
a
t
w
e
re
o
n
o
r
u
n
d
e
r
b
u
d
g
e
t
Overall effectiveness of change management program
* Data from 2007, 2009, 2011 and 2013
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
Correlation of change management effectiveness to staying on budget
Percentageofrespondentsthatmetorexceeded
projectobjectives

24.
Change Management drives staying on
schedule
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16%
32%
54%
72%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor
(n=293)
Fair
(n=793)
Good
(n=1032)
Excellent
(n=181)
P
e
rc
e
n
t
o
f
re
s
p
o
n
d
e
n
ts
th
a
t
w
e
re
o
n
o
r
a
h
e
a
d
o
f
s
c
h
e
d
u
le
Overall effectiveness of change management program
* Data from 2007, 2009, 2011 and 2013
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
Correlation of change management effectiveness
to staying on schedule
Percentageofrespondentsthatmetorexceeded
projectobjectives

25.
Top 5 tips for applying Change
Management to hard to love
change
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26.
1. Start Change Management planning early
• Start early – concept,
business case or
initiation stage
• Get buy in for applying
Change Management
• Involve key
stakeholders in
Change Management
strategy
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27.
2. Identify the impacted groups
• Which teams/roles are
most critical for realising
the benefits?
• How will their jobs will
changing in the future
state?
• What are the key
ADKAR barriers for
these groups?
• How will you use
Change Management
address each barrier?
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28.
Preferred Senders of
Change Messages
29
p. 136
3. Start building Awareness & Desire with
people leaders

29.
4. Do an awesome job on communicating
the WHY
• WHY before WHAT and
HOW
• Don’t put lipstick on the pig
• Don’t invent or inflate weak
WIIFMs
• Tell it like it is – facts and
data
• Answer the questions
people are thinking but not
asking
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•

30.
5. Focus people on what they can control
• We can’t influence WHAT
is changing
• Done deal
• Government policy or Board
decision
• Time for debate is past
• Resistance is unproductive
• We can control HOW we
change and WHERE we
end up
• The way we treat people
• What the change experience
is like
• Where we end up
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31.
More info
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