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© Prosci Inc. All rights reserved.
Prosci
Best Practices in Change Management,
2016 Edition
Overview of Prosci’s latest research
®
1
© Prosci Inc. All rights reserved. 2
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•  Laptop
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© Prosci Inc. All rights reserved.
Prosci Research Foundation
9 studies
17 years
4500 participants
What works?
What doesn’t?
What to do differently?
0
500
1000
102
1120
1998 2015
Participants
6
®
© Prosci Inc. All rights reserved.
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.
7
© Prosci Inc. All rights reserved.
Snapshot of Australia & New Zealand
participants
8
© Prosci Inc. All rights reserved. 9
Culture	
   	
  	
  
Global	
  awareness	
   	
  	
  
Complementary	
  roles	
   	
  	
  
Change	
  Agent	
  Networks	
   	
  	
  
Ver8cal	
  industry	
  customiza8on	
   	
  	
  
Jus8fying	
  CM	
   	
  	
   	
  	
  
Job	
  roles	
  and	
  loca8ons	
   	
  	
   	
  	
   	
  	
  
Advice	
  for	
  new	
  prac88oners	
   	
  	
  
Complex	
  change	
   	
  	
   	
  	
   	
  	
  
Aligning	
  CM	
  with	
  other	
  disciplines	
   	
  	
   	
  	
   	
  	
  
Measurement	
  and	
  metrics	
   	
  	
   	
  	
   	
  	
   	
  	
  
Integra8ng	
  CM	
  and	
  PM	
   	
  	
   	
  	
   	
  	
   	
  	
  
Readiness	
   	
  	
   	
  	
   	
  	
   	
  	
  
Trends	
  in	
  CM	
   	
  	
   	
  	
   	
  	
   	
  	
  
Reinforcement	
  and	
  sustainment	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
  
Satura8on	
  and	
  porGolio	
  management	
  
Organiza8onal	
  change	
  capability	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
  
Team	
  member	
  aIributes	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
  
Resources	
  and	
  budgets	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
  
Resistance	
  management	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
  
Manager	
  Role	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
  
Greatest	
  contributors	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
  
Biggest	
  obstacles	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
  
Methodology	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
  
Sponsorship	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
  
Communica8ons	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
  
Training	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
   	
  	
  
1998	
  2000	
  2003	
  2005	
  2007	
  2009	
  2011	
  2013	
  2015	
  
Building the
body of knowledge
on change management
Evolution of Prosci Research
New topic area
Major focus
Minor focus
Key
© Prosci Inc. All rights reserved. 10
THE LARGEST BODY OF RESEARCH IN THE FIELD
OF CHANGE MANAGEMENT
TRY A TWO-WEEK FREE TRIAL OF eBEST PRACTICES
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.
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.
© Prosci Inc. All rights reserved.
Agenda
•  What to expect in the new 2016
Report
•  New research areas
•  Sneak peak: Top contributors to
success
•  Trends in the discipline
•  Connecting Change Management and
business results
•  Change Management Maturity
11
© Prosci Inc. All rights reserved. 12
What to expect in
Prosci’s new 2016
benchmarking report:
New Structure
–  Organization
–  Intro pages
New Topics
–  Culture
–  Industry
–  Change Agent
Networks
…much more…
© Prosci Inc. All rights reserved.
New Structure:
Moving away
from the report
as a collection
of findings.
Moving toward a book
that tells/lays out a
narrative
Part
Chapter
Section
Finding
Intro pages
13
© Prosci Inc. All rights reserved.
Organization:
Part
Chapter
Section
Finding
14
© Prosci Inc. All rights reserved.
Organization:
Part Two: Change Management Application
Chapter 4: Motivation and Justification
Motivation
Drivers that caused change management
to be applied on the project
Part
Chapter
Section
Finding
15
© Prosci Inc. All rights reserved.
Report Parts:
PART ONE:
Current State of Change Management
PART TWO:
Change Management Application
PART THREE:
Roles in Change Management
PART FOUR:
Adapting and Aligning Change Management
16
© Prosci Inc. All rights reserved.
PART ONE:
PART ONE: Current State of Change Management
Chapter 1 Insights
Foundational findings in change
management benchmarking research
Chapter 2 Trends
What is happening at the forefront of a
maturing discipline and how it is evolving
Chapter 3 Organizational Change Capability
Move past a project-by-project
approach toward building change
capability
PART TWO: Change Management Application
PART THREE: Roles in Change Management
PART FOUR: Adapting and Aligning Change Management
17
© Prosci Inc. All rights reserved.
PART TWO:
PART ONE: Current State of Change Management
PART TWO: Change Management Application
Chapter 4 Motivation and Justification
Build buy-in for the results you deliver with
project teams and senior leaders
Chapter 5 Effectiveness and Measurement
Projects with excellent change
management are six times more likely to
meet objectives
Chapter 6 Methodology
Increase change management
effectiveness
with a standard methodology
Chapter 7 Budget, Resources, Team Structure
Size and secure the right resources for
optimizing your efforts
Chapter 8 Change Management Activities
The specific steps effective change
managers take to influence project
success
Chapter 9 PM and CM Integration
The power of complementary disciplines
working in partnership toward a goal
PART THREE: Roles in Change Management
PART FOUR: Adapting and Aligning Change Management
18
© Prosci Inc. All rights reserved.
PART THREE:
PART ONE: Current State of Change Management
PART TWO: Change Management Application
PART THREE: Roles in Change Management
Chapter 10 Sponsorship
Active and visible sponsorship is the
single greatest contributor to success
Chapter 11 Managers and Supervisors
Managers and supervisors legitimize the
changes impacting the teams they lead
Chapter 12 Change Agent Network
Extend project support and credibility
through an engaged group of advocates
Chapter 13 Consultants
Strategically leverage experienced change
professionals to drive change performance
Chapter 14 Complementary Roles
Collaborate with internal support functions
to enhance change management
outcomes
PART FOUR: Adapting and Aligning Change Management
19
© Prosci Inc. All rights reserved.
PART FOUR:
PART ONE: Current State of Change Management
PART TWO: Change Management Application
PART THREE: Roles in Change Management
PART FOUR: Adapting and Aligning Change Management
Chapter 15 Culture and Change Management
Navigate the complexity of managing
change within the context of culture
Chapter 16 Customizing CM by Industry
Adapt change activities to the
unique challenges of your industry
Chapter 17 Aligning CM with Specific Approaches
Change management intersects with
Program Management, Lean, Agile and
CPI
Chapter 18 Managing Complex Changes
How to adapt when the project presents
difficult change management scenarios
Chapter 19 Saturation and Portfolio Management
Mitigate the cumulative and collective
impact of an increasing volume of change
20
© Prosci Inc. All rights reserved.
Introduction Pages:
You are here
Punchy “why”
of this chapter
Summary
Highlights
21
© Prosci Inc. All rights reserved. 22
New
research
areas in
Prosci’s
2016 report
Full webinar:
April 12
© Prosci Inc. All rights reserved.
1.  Impact of culture on change
management
2.  Importance of cultural awareness
and global literacy in change
3.  Development and leveraging of
change agent networks
4.  Engagement of complementary
roles
in change management work
5.  Customization of change management
for vertical industry segments
6.  Certification in change management
23
New research areas in 2016 report
© Prosci Inc. All rights reserved. 24
Top
contributors
to success
Full webinar:
April 26
© Prosci Inc. All rights reserved.
Top Contributors to Success
25
1 Sponsorship
2 Approach
3 Resources
4 Communication
5 Employee Engagement
6 Integration with PM
7 Manager Engagement
1 Sponsorship
2 Approach
3 Resources
4 Integration with PM
5 Employee Engagement
6 Communications
7 Manager Engagement
2013 2015
© Prosci Inc. All rights reserved.
Sponsor Effectiveness
Directly Correlates to Project
Success
26
© Prosci Inc. All rights reserved.
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 support and promote the change to
impacted groups
27
2016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.
© Prosci Inc. All rights reserved.
Project teams ranked over 50% of their
sponsors as having only a moderate to low
understanding of their role in managing the
people side of the change and graded them
as “average to poor” in terms of
sponsorship activities.
Research Finding
* Data from 1120 participants, 2016 Change Management Best Practices study.
28
2016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.
© Prosci Inc. All rights reserved.
Which roles are senior leaders
struggling to effectively fill?
29
2016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.
© Prosci Inc. All rights reserved.
© Prosci Inc. All rights reserved.
© Prosci Inc. All rights reserved. 32
Trends in the
discipline
Full webinar:
April 19
© Prosci Inc. All rights reserved.
Trends: 5-year Discipline
33
1
Integration with
PM
2
Continued
maturation
3
Internal
capabilities/ core
competency
4
Recognized/
accepted as a
discipline
5
Executive
engagement
6
General awareness
of need and value
What are the top
three trends, in the
discipline of change
management, that
you see developing
over the next
five years?
© Prosci Inc. All rights reserved.
Trends: 2-year Internal
34
1 Awareness of need
2 More resources/positions
3 Integration with PM
4 Establishment of CMOs
5 Broader application
6
Use of methodology/
structure
7 Leadership support
8 Demand for training
Within your
organization what
three trends in
change
management have
you seen over the
last two years?
© Prosci Inc. All rights reserved. 35
Connecting
Change
Management
and business
results
© Prosci Inc. All rights reserved.
Change Management drives
results
36
Of the 245
research
participants
who reported
having
excellent
change
management
effectiveness,
94% met or
exceeded
project
objectives
6X
© Prosci Inc. All rights reserved. 37
Change Management drives staying
on budget
Percentageofrespondentsthatmetorexceeded
projectobjectives
© Prosci Inc. All rights reserved.
Change Management drives staying
on schedule
38
Percentageofrespondentsthatmetorexceeded
projectobjectives
© Prosci Inc. All rights reserved. 39
Change
Management
Maturity
© Prosci Inc. All rights reserved.
Maturity Levels globally
40
9%
40%
37%
12%
2%
0% 10% 20% 30% 40% 50% 60%
Level 1
Level 2
Level 3
Level 4
Level 5
Percent of Respondents
Organisational Maturity 2016 – all countries
Average: 2.59
© Prosci Inc. All rights reserved.
Maturity Levels Australia and
New Zealand
41
11%
38%
37%
11%
3%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Level 1
Level 2
Level 3
Level 4
Level 5
Percent of Respondents
Organisational Maturity 2016 - Australia and New Zealand
Average: 2.56
© Prosci Inc. All rights reserved.
Actively working to build Change
Management capability
42
53%
38%
8%
47%
43%
10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes No Don’t know
Percentofrespondents Actively working to deploy Change Management
2013
2015
© Prosci Inc. All rights reserved.
© Prosci Inc. All rights reserved.
Top five steps to build Change
Management capability
1.  Visible leadership
support
2.  Training
3.  Engagement on
projects
4.  Implementation
of tools and
methodology
5.  Demonstration of
success
44
© Prosci Inc. All rights reserved.
Questions?
45
© Prosci Inc. All rights reserved.
Prosci
Best Practices in Change Management
2016 Edition
Available now!
www.beinghuman.com.au
®
www.beinghuman.com | info@beinghuman.com.au| +61 2 9810 6264

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Prosci Webinar 1 Overiew of 2016 Best Practices Report 050416

  • 1. © Prosci Inc. All rights reserved. Prosci Best Practices in Change Management, 2016 Edition Overview of Prosci’s latest research ® 1
  • 2. © Prosci Inc. All rights reserved. 2 Don’t Log in! •  Desktop •  Laptop •  Tablet •  Smart phone
  • 3. © Prosci Inc. All rights reserved.
  • 4. © Prosci Inc. All rights reserved.
  • 5. © Prosci Inc. All rights reserved. 5
  • 6. © Prosci Inc. All rights reserved. Prosci Research Foundation 9 studies 17 years 4500 participants What works? What doesn’t? What to do differently? 0 500 1000 102 1120 1998 2015 Participants 6 ®
  • 7. © Prosci Inc. All rights reserved. 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. 7
  • 8. © Prosci Inc. All rights reserved. Snapshot of Australia & New Zealand participants 8
  • 9. © Prosci Inc. All rights reserved. 9 Culture       Global  awareness       Complementary  roles       Change  Agent  Networks       Ver8cal  industry  customiza8on       Jus8fying  CM           Job  roles  and  loca8ons               Advice  for  new  prac88oners       Complex  change               Aligning  CM  with  other  disciplines               Measurement  and  metrics                   Integra8ng  CM  and  PM                   Readiness                   Trends  in  CM                   Reinforcement  and  sustainment                       Satura8on  and  porGolio  management   Organiza8onal  change  capability                           Team  member  aIributes                           Resources  and  budgets                               Resistance  management                                   Manager  Role                                   Greatest  contributors                                       Biggest  obstacles                                       Methodology                                       Sponsorship                                       Communica8ons                                       Training                                       1998  2000  2003  2005  2007  2009  2011  2013  2015   Building the body of knowledge on change management Evolution of Prosci Research New topic area Major focus Minor focus Key
  • 10. © Prosci Inc. All rights reserved. 10 THE LARGEST BODY OF RESEARCH IN THE FIELD OF CHANGE MANAGEMENT TRY A TWO-WEEK FREE TRIAL OF eBEST PRACTICES 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. 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.
  • 11. © Prosci Inc. All rights reserved. Agenda •  What to expect in the new 2016 Report •  New research areas •  Sneak peak: Top contributors to success •  Trends in the discipline •  Connecting Change Management and business results •  Change Management Maturity 11
  • 12. © Prosci Inc. All rights reserved. 12 What to expect in Prosci’s new 2016 benchmarking report: New Structure –  Organization –  Intro pages New Topics –  Culture –  Industry –  Change Agent Networks …much more…
  • 13. © Prosci Inc. All rights reserved. New Structure: Moving away from the report as a collection of findings. Moving toward a book that tells/lays out a narrative Part Chapter Section Finding Intro pages 13
  • 14. © Prosci Inc. All rights reserved. Organization: Part Chapter Section Finding 14
  • 15. © Prosci Inc. All rights reserved. Organization: Part Two: Change Management Application Chapter 4: Motivation and Justification Motivation Drivers that caused change management to be applied on the project Part Chapter Section Finding 15
  • 16. © Prosci Inc. All rights reserved. Report Parts: PART ONE: Current State of Change Management PART TWO: Change Management Application PART THREE: Roles in Change Management PART FOUR: Adapting and Aligning Change Management 16
  • 17. © Prosci Inc. All rights reserved. PART ONE: PART ONE: Current State of Change Management Chapter 1 Insights Foundational findings in change management benchmarking research Chapter 2 Trends What is happening at the forefront of a maturing discipline and how it is evolving Chapter 3 Organizational Change Capability Move past a project-by-project approach toward building change capability PART TWO: Change Management Application PART THREE: Roles in Change Management PART FOUR: Adapting and Aligning Change Management 17
  • 18. © Prosci Inc. All rights reserved. PART TWO: PART ONE: Current State of Change Management PART TWO: Change Management Application Chapter 4 Motivation and Justification Build buy-in for the results you deliver with project teams and senior leaders Chapter 5 Effectiveness and Measurement Projects with excellent change management are six times more likely to meet objectives Chapter 6 Methodology Increase change management effectiveness with a standard methodology Chapter 7 Budget, Resources, Team Structure Size and secure the right resources for optimizing your efforts Chapter 8 Change Management Activities The specific steps effective change managers take to influence project success Chapter 9 PM and CM Integration The power of complementary disciplines working in partnership toward a goal PART THREE: Roles in Change Management PART FOUR: Adapting and Aligning Change Management 18
  • 19. © Prosci Inc. All rights reserved. PART THREE: PART ONE: Current State of Change Management PART TWO: Change Management Application PART THREE: Roles in Change Management Chapter 10 Sponsorship Active and visible sponsorship is the single greatest contributor to success Chapter 11 Managers and Supervisors Managers and supervisors legitimize the changes impacting the teams they lead Chapter 12 Change Agent Network Extend project support and credibility through an engaged group of advocates Chapter 13 Consultants Strategically leverage experienced change professionals to drive change performance Chapter 14 Complementary Roles Collaborate with internal support functions to enhance change management outcomes PART FOUR: Adapting and Aligning Change Management 19
  • 20. © Prosci Inc. All rights reserved. PART FOUR: PART ONE: Current State of Change Management PART TWO: Change Management Application PART THREE: Roles in Change Management PART FOUR: Adapting and Aligning Change Management Chapter 15 Culture and Change Management Navigate the complexity of managing change within the context of culture Chapter 16 Customizing CM by Industry Adapt change activities to the unique challenges of your industry Chapter 17 Aligning CM with Specific Approaches Change management intersects with Program Management, Lean, Agile and CPI Chapter 18 Managing Complex Changes How to adapt when the project presents difficult change management scenarios Chapter 19 Saturation and Portfolio Management Mitigate the cumulative and collective impact of an increasing volume of change 20
  • 21. © Prosci Inc. All rights reserved. Introduction Pages: You are here Punchy “why” of this chapter Summary Highlights 21
  • 22. © Prosci Inc. All rights reserved. 22 New research areas in Prosci’s 2016 report Full webinar: April 12
  • 23. © Prosci Inc. All rights reserved. 1.  Impact of culture on change management 2.  Importance of cultural awareness and global literacy in change 3.  Development and leveraging of change agent networks 4.  Engagement of complementary roles in change management work 5.  Customization of change management for vertical industry segments 6.  Certification in change management 23 New research areas in 2016 report
  • 24. © Prosci Inc. All rights reserved. 24 Top contributors to success Full webinar: April 26
  • 25. © Prosci Inc. All rights reserved. Top Contributors to Success 25 1 Sponsorship 2 Approach 3 Resources 4 Communication 5 Employee Engagement 6 Integration with PM 7 Manager Engagement 1 Sponsorship 2 Approach 3 Resources 4 Integration with PM 5 Employee Engagement 6 Communications 7 Manager Engagement 2013 2015
  • 26. © Prosci Inc. All rights reserved. Sponsor Effectiveness Directly Correlates to Project Success 26
  • 27. © Prosci Inc. All rights reserved. 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 support and promote the change to impacted groups 27 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
  • 28. © Prosci Inc. All rights reserved. Project teams ranked over 50% of their sponsors as having only a moderate to low understanding of their role in managing the people side of the change and graded them as “average to poor” in terms of sponsorship activities. Research Finding * Data from 1120 participants, 2016 Change Management Best Practices study. 28 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
  • 29. © Prosci Inc. All rights reserved. Which roles are senior leaders struggling to effectively fill? 29 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
  • 30. © Prosci Inc. All rights reserved.
  • 31. © Prosci Inc. All rights reserved.
  • 32. © Prosci Inc. All rights reserved. 32 Trends in the discipline Full webinar: April 19
  • 33. © Prosci Inc. All rights reserved. Trends: 5-year Discipline 33 1 Integration with PM 2 Continued maturation 3 Internal capabilities/ core competency 4 Recognized/ accepted as a discipline 5 Executive engagement 6 General awareness of need and value What are the top three trends, in the discipline of change management, that you see developing over the next five years?
  • 34. © Prosci Inc. All rights reserved. Trends: 2-year Internal 34 1 Awareness of need 2 More resources/positions 3 Integration with PM 4 Establishment of CMOs 5 Broader application 6 Use of methodology/ structure 7 Leadership support 8 Demand for training Within your organization what three trends in change management have you seen over the last two years?
  • 35. © Prosci Inc. All rights reserved. 35 Connecting Change Management and business results
  • 36. © Prosci Inc. All rights reserved. Change Management drives results 36 Of the 245 research participants who reported having excellent change management effectiveness, 94% met or exceeded project objectives 6X
  • 37. © Prosci Inc. All rights reserved. 37 Change Management drives staying on budget Percentageofrespondentsthatmetorexceeded projectobjectives
  • 38. © Prosci Inc. All rights reserved. Change Management drives staying on schedule 38 Percentageofrespondentsthatmetorexceeded projectobjectives
  • 39. © Prosci Inc. All rights reserved. 39 Change Management Maturity
  • 40. © Prosci Inc. All rights reserved. Maturity Levels globally 40 9% 40% 37% 12% 2% 0% 10% 20% 30% 40% 50% 60% Level 1 Level 2 Level 3 Level 4 Level 5 Percent of Respondents Organisational Maturity 2016 – all countries Average: 2.59
  • 41. © Prosci Inc. All rights reserved. Maturity Levels Australia and New Zealand 41 11% 38% 37% 11% 3% 0% 5% 10% 15% 20% 25% 30% 35% 40% Level 1 Level 2 Level 3 Level 4 Level 5 Percent of Respondents Organisational Maturity 2016 - Australia and New Zealand Average: 2.56
  • 42. © Prosci Inc. All rights reserved. Actively working to build Change Management capability 42 53% 38% 8% 47% 43% 10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Yes No Don’t know Percentofrespondents Actively working to deploy Change Management 2013 2015
  • 43. © Prosci Inc. All rights reserved.
  • 44. © Prosci Inc. All rights reserved. Top five steps to build Change Management capability 1.  Visible leadership support 2.  Training 3.  Engagement on projects 4.  Implementation of tools and methodology 5.  Demonstration of success 44
  • 45. © Prosci Inc. All rights reserved. Questions? 45
  • 46. © Prosci Inc. All rights reserved. Prosci Best Practices in Change Management 2016 Edition Available now! www.beinghuman.com.au ® www.beinghuman.com | info@beinghuman.com.au| +61 2 9810 6264