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Prosci Webinar 1 Overiew of 2016 Best Practices Report 050416

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The first in a series of 4 Webinars exploring the new 2016 Prosci Best Practices in Change Management Benchmarking Report., presented by Being HUman,

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Prosci Webinar 1 Overiew of 2016 Best Practices Report 050416

  1. 1. © Prosci Inc. All rights reserved. Prosci Best Practices in Change Management, 2016 Edition Overview of Prosci’s latest research ® 1
  2. 2. © Prosci Inc. All rights reserved. 2 Don’t Log in! •  Desktop •  Laptop •  Tablet •  Smart phone
  3. 3. © Prosci Inc. All rights reserved.
  4. 4. © Prosci Inc. All rights reserved.
  5. 5. © Prosci Inc. All rights reserved. 5
  6. 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. 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. 8. © Prosci Inc. All rights reserved. Snapshot of Australia & New Zealand participants 8
  9. 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. 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. 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. 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. 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. 14. © Prosci Inc. All rights reserved. Organization: Part Chapter Section Finding 14
  15. 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. 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. 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. 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. 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. 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. 21. © Prosci Inc. All rights reserved. Introduction Pages: You are here Punchy “why” of this chapter Summary Highlights 21
  22. 22. © Prosci Inc. All rights reserved. 22 New research areas in Prosci’s 2016 report Full webinar: April 12
  23. 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. 24. © Prosci Inc. All rights reserved. 24 Top contributors to success Full webinar: April 26
  25. 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. 26. © Prosci Inc. All rights reserved. Sponsor Effectiveness Directly Correlates to Project Success 26
  27. 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. 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. 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. 30. © Prosci Inc. All rights reserved.
  31. 31. © Prosci Inc. All rights reserved.
  32. 32. © Prosci Inc. All rights reserved. 32 Trends in the discipline Full webinar: April 19
  33. 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. 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. 35. © Prosci Inc. All rights reserved. 35 Connecting Change Management and business results
  36. 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. 37. © Prosci Inc. All rights reserved. 37 Change Management drives staying on budget Percentageofrespondentsthatmetorexceeded projectobjectives
  38. 38. © Prosci Inc. All rights reserved. Change Management drives staying on schedule 38 Percentageofrespondentsthatmetorexceeded projectobjectives
  39. 39. © Prosci Inc. All rights reserved. 39 Change Management Maturity
  40. 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. 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. 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. 43. © Prosci Inc. All rights reserved.
  44. 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. 45. © Prosci Inc. All rights reserved. Questions? 45
  46. 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

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