Prosci Change Agility Webinar 230216

© Prosci Inc. All rights reserved.
Prosci Change Management Webinar
Building Organizational Agility

Research | Methodology | Training | Advisory Services
www.prosci.com | +1-970-203-9332
solutions@prosci.com
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1

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the
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Prosci’s
Mission
Our Principles:
• Research-based
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Our Resources:
•  Published products and tools
•  Web-based tools and applications
•  Face-to-face training
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To help individuals and organizations build
their own change management competencies
through development and delivery of research-
based, holistic, and easy-to-use tools and
methodologies.
Prosci
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Webinars

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•  Insights into new development
•  New ideas, phraseology, language, and frameworks
•  Give you at least an hour per week to think about
change management
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2

Agenda
1 Our changing world
2 Why agility matters
3 What agility means
4 Attributes of agile organizations
5 How change management fits it
3

Agenda
4

Bigger
Change
8

Faster
Change 9

More
Complex
Change
10

More
Cross
Functional
11

More
Multi-
Disciplinary
12

More Information
13

More Connected
14

V.U.C.A.
World
Volatility
Uncertainty
Complexity
Ambiguity
15

Agenda
17

CEOs said that their ability to
adapt to change will be a key
source of competitive advantage
PWC survey of 1150 CEOs
76%
18

Executives said organizational agility
was critical to business success and
growing in importance over time
McKinsey Quarterly (Sull)
9 of 10
19

Respondents said that their
organizations were nearing, at
or past the point of saturation
2015 Prosci study with 1120 change professionals
78%
20

Individuals suffer
Projects suffer
Organizations suffer
2015 Prosci study with 1120 change professionals
Saturation has consequences
21

From the PMI®
2012 Pulse of the Profession™
In-Depth Report: Organizational Agility
Greater
Org
Agility
=
Better
Performance
=
Improved
Competitive
Advantage
22

Agenda
24

the power of moving
quickly and easily;
nimbleness
Random House Dictionary
[uh-jil-i-tee]Agility
27

Organizational agility:
The capacity to identify
and capture opportunities
more quickly than rivals do
McKinsey Quarterly, Donald Sull,
Competing through organizational agility
Agility [uh-jil-i-tee]
28

Take advantage of change –
whether planned or
unexpected – without ever
letting it sideline you
PricewaterhouseCoopers,
Achieving operational excellence series,
How to build an agile foundation for change
29

The ability to transform
information into insight
in response to market
movements
The Economist, Organisational agility: How business
can survive and thrive in turbulent times
30

The result of integrating alertness
to changes with a capability to use
resources in responding to such
changes, all in a timely, flexible,
affordable, relevant manner
Hosapple and Li, Understanding Organizational Agility:
A Work-Design Perspective, University of Kentucky
31

Nimble organization: one that has
a sustained ability to quickly and
effectively respond to the demands
of change while continually
delivering high performance.
Daryl Conner, The Characteristics of Nimble Execution
December 20, 2010
32

An always present ability to
manage multiple, complex
portfolios of change
Accenture podcast, Special Report:
Corporate agility, Working at the speed of opportunity
33

The speed and ability of a
business to identify and react
to internal and external events
that could and do occur.
EYGM Limited, Optimizing and balancing
corporate agility for insurers, 2013
34

Synthesis:
Agility
definition
components
1)
Always present ability –
in the fabric of the org
2)
Out-changing
the competition
3)
Anticipating/tuned in to
coming changes
4)
Increasing speed/
quickness at change
5)
Both proactive (planned)
and reactive (unplanned)
6)
Minimal disruption/
not side-lining you
35

Responsiveness
Tolerance
Resilience
Toughness
Adaptability
Readiness
Preparedness
Plasticity
Agility is a
“state of being”
37

Agenda
38

Review the literature - Pillars
•  PMI
•  PwC
•  Accenture
•  xPlane
•  Daryl Conner
39

PMI
Rigorouschange
managementtobetter
adapttoshiftingmarket
conditions
Morecollaborativeand
robustriskmanagement
Increaseduseof
standardizedproject,
programandportfolio
practices
PMI® 2012 Pulse of the Profession™ In-Depth Report: Organizational Agility
40

PwC
Anticipatingthefutureand
planningforbusiness
opportunities.
Focusingoninnovation
withintheexisting
boundariesoftheir
businesses.
Managingchange
throughpeople.
Integratingnewbusiness
capabilitiescontinuously,
rapidly,andcosteffectively.
Simplifyingand
integratingbusiness
activitiessotheycanbe
analyzedforcostand
value.
PricewaterhouseCoopers, How to build an agile foundation for change
41

Accenture
Anadaptiveoperating
model
Improvedresponsiveness
throughopen
collaboration
Analyticstocreateinsight
andunderstanding
Leadersasdriversof
change
Nimbleworkforce
redeploymentthrough
rapidre-skilling
Strategicinsightinto
humancapital
Flexibletalent
managementsystemsand
processes
Anadaptiveculture
Managingchangeasa
corecapability
Accenture, Cheese, Silverstone, Smith, Creating an agile organization
42

xPlane
Clarity
Co-creation
Harmony
Transparency
Visualalignment
Inspiration
Action
Resilience
xPlane, DNA of Change: Design Principles for Organizational Transformation
43

Daryl Conner
Intentions
Roles
Implementation
Culture
Leadership
Portfolio
Results
Daryl Conner, The Characteristics of Nimble Execution, Dec 20, 2010
44

We anticipate and plan for changes
We are fast at decision making
We effectively prioritize and manage our change portfolio
We effectively initiate change efforts
We have enhanced risk management practices
We have human capital strategies supporting agility
We rapidly develop and deploy new capabilities
We encourage cross-organizational collaboration
We have reduced silos
We have an embedded CM capability
45
Prosci Agility Attributes

How do you score on each?
46
Prosci ®

Agility
Attribute
Assessment
Prosci
research
identified
10
attributes
of
a
change
agile
organization.
How
does
your
organization
stack
up?
1
to
5 1 2 3 4 5
We
anticipate
and
plan
for
changes Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
are
fast
at
decision
making Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
effectively
prioritize
and
manage
our

change
portfolio
Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
effectively
initiate
change
efforts Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
have
enhanced
risk
management

practices
Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
have
human
capital
(talent)
strategies

and
practices
supporting
agility
Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
rapidly
develop
and
deploy
new

capabilities
Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
encourage
cross-‐organizational

collaboration
Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
have
reduced
silos Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
have
an
embedded
organizational

change
management
capability
Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
Average NA 0 0 0 0 0
Prosci ®

Agility
Attribute
Assessment
Prosci
research
identified
10
attributes
of
a
change
agile
organization.
How
does
your
organization
stack
up?
1
to
5 1 2 3 4 5
We
anticipate
and
plan
for
changes 3 Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
are
fast
at
decision
making 2 Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
effectively
prioritize
and
manage
our

change
portfolio
1 Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
effectively
initiate
change
efforts 4 Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
have
enhanced
risk
management

practices
5 Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
have
human
capital
(talent)
strategies

and
practices
supporting
agility
3 Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
rapidly
develop
and
deploy
new

capabilities
3 Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
encourage
cross-‐organizational

collaboration
4 Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
have
reduced
silos 3 Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
We
have
an
embedded
organizational

change
management
capability
2 Not
us
at
all
Not
really

something
we
do

We're
doing
that
We're
doing
pretty

good
at
that
We're
nailing
that
Average 3 1 2 4 2 1

We anticipate and
plan for changes
We are fast at
decision making
We effectively
prioritize and
manage our
change portfolio
We effectively initiate
change efforts
We have enhanced risk
management practices
We have human capital
(talent) strategies and
practices supporting agility
We rapidly develop and
deploy new capabilities
We encourage
cross-organizational
collaboration
We have reduced
silos
We have an embedded
CM capability
47

Agenda
58

One of the 10 pillars
We anticipate and plan for changes
We are fast at decision
making
We effectively prioritize and
manage our change portfolio
We effectively initiate
change efforts
We have enhanced risk
management practices
We have human capital (talent)
strategies and practices for agility
We rapidly develop and
deploy new capabilities
We encourage cross-
organizational collaboration
We have reduced silos
We have an embedded CM capability
59

Organizational
CM
Capability

DNA/fabric/norm
through
individual
competencies
and

integrated
CM
approaches

Change
Management

Catalyzing
individual
transitions
to

deliver
organizational
results

60

Change management:
CHānj ‘manijmǝnt
Catalyzing
individual transitions
to deliver
organizational results
61

Change Management
is about closing the gap
Requirements Results
Outputs Outcomes
Specifications Sustainment
Installation Realization
Solutions Benefits62

Gartner BPM Summit
Dec 12, 2014
Prosci Webinar
Feb 11, 2015
Change management is how you
capture people-dependent ROI
63

48%
62%
70%
81%
0%
100%
Poor Fair Good Excellent
14%
32%
52%
71%
0%
100%
15%
42%
76%
94%
0%
100%
Change management correlates
directly with project success
6x
Increase in likelihood
of meeting objectives
with excellent change
management
0%
100%
Met or exceeded objectives
On schedule
On budget
Change Management Effectiveness
64

Enterprise Change Management
Org change capability
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
Initiate Plan Design Develop Deploy Sustain
65

Level 5
Organizational
Competency
Change management competency is evident at all levels
of the organization and is part of the organization's
intellectual property and competitive edge
Level 4
Organizational
Standards
Organization-wide standards and methods are broadly
deployed for managing and leading change
Level 3
Multiple
Projects
Comprehensive approach for managing change is being
applied on multiple projects within organization
Level 2
Isolated
Projects
Some elements of change management are being applied
in isolated projects
Level 1
Ad hoc or
Absent
Little or no change management applied
Prosci
®
Change Management Maturity Model™
66

How do we
infuse “being
good at change”
into our DNA?
67

Change agility takes more than
chatter, want to and magic
68

“I’d like three orders of change
agility from page 145, please.”
69

Agility is a journey
Where you
are today
Where you
want to get
70

ECM Boot Camp
May 4, 2016
Sydney CBD
Vicky Emery,
Being Human
Director,
Change Capability
Services
Add STRUCTURE and INTENT to the organizational
change management capability journey
* ECM Boot Camp fulfill requirements for Prosci Advanced Tracks
Upcoming Opportunities:
Seats available
Why ECM
Agility
Saturation
Strategic
Imperative
What is your ECM
Building individual
competencies and
embedding change
practices
Your ECM Journey
Current State
Transition State
Future State
Current Transition Future
Technical
side
People
side

Prosci Solution
Delivering 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
http://www.prosci.com
solutions@prosci.com
72

Prosci Change Agility Webinar 230216

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