The document summarizes the findings of Prosci's 2016 Global Best Practices in Change Management Report, which found that the greatest contributors to successful change are active executive sponsorship, using a structured change management approach, and dedicating resources to change management. It also discusses defining change management as managing individual transitions to achieve adoption and usage, and tips for successfully partnering change management with project management through people, process, and tools integration.

1. Good, Better, Best:
Highlights of Prosci 2016
Global Best Practices in
Change Management
Report
April 2016
Presented by Catherine Smithson

2. Agenda
• A fresh definition of
“successful change”
• Top contributors to
success
• Key barriers to
success
• Partnering
successfully with
Change Management
• Q&A
2
“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

3. Introducing Being Human
• Founded in 1993
• Our mission: develop
change-capable people
and organisations so
they achieve the
benefits of change.
• Exclusive Prosci
Affiliate Australia and
New Zealand.
3

4. Prosci by the numbers
• 1994 – Founded in
Colorado, USA
• 9 global Benchmarking
Reports
• 17 years of longitudinal
research
• 50,000+ Certified
practitioners worldwide
• 5,000+ Certified
practitioners Australia/
New Zealand
4
Getting back to Normal…
it’s a town in Illinois USA.

5. Prosci 2016 Best Practices in Change
Management Benchmarking Report
• 1,120 participants
• 56 countries
• Top 3 roles:
• Change Management team
leader
• External consultant
• Project team leader
• 6 new topics
• Culture
• Cultural awareness and global
literacy
• Change Agent Networks
• Complementary roles
• Vertical industry customisation
• Certification in Change
Management
The largest body of Change Management knowledge in the world.
5

6. Objectives of the Best Practices Report
1. Uncover lessons learned
from practitioners and
consultants so current
change Management
Teams can benefit.
2. Focus on what is working
and what is not working
3. Emerging trends & future
direction of the discipline.
6

7. Snapshot of participants Australia
7

8. 8

9. 9

10. 10
A fresh definition of
Change Management

11. Time to bust some myths
11

12. What do we hear?
• “It’s a required process in our
Enterprise Agreement”.
• “It’s a deliverable of Project
Management.”
• “It’s training and
communications”.
• “It’s a nice to have.”
• “It’s performed by Change
Managers”.
• Others?

13. Organisations change for a reason
PerformancePerformance
>
© Prosci Inc. All rights reserved www.change-management.com
Current
state
Transition
state
Future
state

14. 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

15. Results and outcomes depend on employee
adoption and usage
Solution must be:
• Designed
• Developed
• Delivered
and
• Embraced
• Adopted
• Used
15
Future
Effectiveness = Quality x Acceptance
General Electric – 1980s
© Prosci Inc. All rights reserved www.change-management.com

16. The Swiss Cheese Future State
TransitionCurrent Future = Benefits
Current FutureTransition
16

18. The unified value proposition
Solution is designed,
developed and delivered
effectively
(Technical side)
Solution is embraced, adopted
and utilised effectively
(People side)
+
Complementary disciplines with a common objective
Project management
Change management
Current Transition FutureCurrent Transition Future
© Prosci Inc. All rights reserved www.change-management.com

19. A proposed definition of Change Management
Change Management is how we manage individual
transitions so we achieve the required adoption and
usage that deliver the expected outcomes.
19
Structured Change
Management Process Leadership at all levels

20. Change Management drives results
20
Of the 245
research
participants who
reported having
excellent change
management
effectiveness,
94% met or
exceeded project
objectives
Change Management
increases success rates
by a factor of 6

21. 21
Change Management drives staying on budgetPercentageofrespondentsthatmetorexceeded
projectobjectives

22. Change Management drives staying
on schedule
22
Percentageofrespondentsthatmetorexceeded
projectobjectives

23. Greatest contributors to success
1. Active and visible
executive
sponsorship
2. Structured Change Management
approach
3. Dedicated Change Management
resources
4. Interaction and engagement with
Project Management
5. Employee engagement and
participation
6. Frequent and open
communication
7. Engagement with middle
managers
23
✔
✔
2014 rank
2016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.
ê
é
✔
✔
✔

24. Greatest obstacles to success
1. Lack of active and
visible sponsorship
2. Lack of change
management resourcing
3. Manager and supervisor
resistance
4. Employee resistance
5. Lack of buy-in from
project teams
24
✔
2014 rank
2016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.
é
é
é
é
é

25. Sponsor Effectiveness
Directly Correlates to Project Success
252016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.
29%
42%
54%
72%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Very ineffective Sponsor
Ineffective Sponsor
Moderately effective Sponsor
Extremely effective Sponsor
Percentageofrespondentswhometorexceeded
objectives
Correlation of Sponsor Effectiveness with Meeting Objectives

26. What is meant by Sponsorship?
ABCs of Sponsorship
Actively and visibly participate throughout the
project
Build a coalition of sponsorship with peers and
managers
Communicate directly with employees
26
2016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.

28. Use of a Change Management methodology
282016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.
34%
55%
58%
60%
72%
79%
73%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2003 2005 2007 2009 2011 2013 2015
Use of a particular methodology

29. Use of a structured methodology across the
organisation
29
Don’t know
7%
Yes
29%
No
64%
2016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.

30. 30
76% 74% 76%
23% 25% 23%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2011 2013 2015
Yes
No
Don't
know
Dedicated Change Management
ResourcesProjects with dedicated Change Management resources

31. Interaction and engagement with Project
Management
31
Percentage of participants who integrated
Project Management and Change Management
71%
22%
7%
77%
20%
3%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes No Don't know
2013
2015
Did integration make an
impact on achieving project
objectives?
58%
42%
0%
20%
40%
60%
80%
100%
Integrated Did not
integrate

32. Tips for partnering successfully with
Change Management
1. People
2. Process
3. Tools
32
2014 Best Practices in Change Management Report.
822 participants in 63 countries. Prosci copyright 2013.

33. People
• Clarify roles
• Foster collaboration
• Cross training in
Project Management
and Change
Management
33
© Prosci Inc. All rights reserved www.change-management.com

34. Process
• Integrate Change
Management and
Project Management
plans
• Align timelines
34
© Prosci Inc. All rights reserved www.change-management.com

35. Tools
• Align
• Integrate
• Stakeholder mapping
• Risk Logs
• Impact assessments
• Current state mapping
• Communications Plans
• Training Plans
35
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36. “So, does anyone else feel that their needs aren’t being met?”

37. Next steps
37
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