Prosci's free 60 minute Webinar on the Top 7 Contributors to Change Success presented by Being Human, Prosci's Primary Affiliate for Australia and New Zealand.

1. © Prosci Inc. All rights reserved.
Prosci
Best Practices in Change Management,
2016 Edition
Top Contributors to Success
®
1

2. © 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
®
2

3. © Prosci Inc. All rights reserved. 3
Culture
2015
Global
awareness
Complementary
roles
Change
Agent
Networks
Ver<cal
industry
customiza<on
Jus<fying
CM
2013
Job
roles
and
loca<ons
2011
Advice
for
new
prac<<oners
Complex
change
Aligning
CM
with
other
disciplines
Measurement
and
metrics
2009
Integra<ng
CM
and
PM
Readiness
Trends
in
CM
Reinforcement
and
sustainment
2007
Satura<on
and
porNolio
management
Organiza<onal
change
capability
2005
Team
member
aPributes
Resources
and
budgets
2003
Resistance
management
2000
Manager
Role
Greatest
contributors
1998
Biggest
obstacles
Methodology
Sponsorship
Communica<ons
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

4. © Prosci Inc. All rights reserved. 4
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.

5. © Prosci Inc. All rights reserved. 5
What to expect in
Prosci’s new 2016
benchmarking report:
New Structure
– Organization
– Intro pages
New Topics
– Culture
– Industry
– Change Agent
Networks
…much more…

6. © 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
6

7. © 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
7

8. © Prosci Inc. All rights reserved.

9. © Prosci Inc. All rights reserved.
Top
Contributors
To Success
9

10. © Prosci Inc. All rights reserved.
Top Contributors to Success
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
10

11. © Prosci Inc. All rights reserved.
Each Contributor Supports the Goal:
Adoption and Usage
Sponsorship
Communications
Middle Management
Engagement
Employee
Engagement
Change Management
Approach
Change Management
Resources
Integrating with PM
The Goal:
Employee
adoption and
usage
Top Contributors to Success – Relationship to Adoption and Usage
Copyright © 2016 Prosci Inc. Best Practices in Change Management – 2016 Edition
11

12. © Prosci Inc. All rights reserved.
Sponsorship
Communications
Middle Management
Engagement
Employee
Engagement
Change Management
Approach
Change Management
Resources
Integrating with PM
The Goal:
Employee
adoption and
usage
The Goal:
Employee Adoption and Usage
12

13. © Prosci Inc. All rights reserved.
TransitionCurrent Future
Results
and
Outcomes
Depend
on
Employee
Adoption
and
Usage
WithchangemanagementWithout
=
X project
benefits
created
Current FutureTransition
Adoption
and usage
gets bumpy
Adoption
and usage
takes longer
Adoption
and usage
incomplete
Adoption
and usage
not as expected
<X
13

14. © Prosci Inc. All rights reserved.
#1) Sponsorship
Sponsorship
Communications
Middle Management
Engagement
Employee
Engagement
Change Management
Approach
Change Management
Resources
Integrating with PM
The Goal:
Employee
adoption and
usage
14

15. © Prosci Inc. All rights reserved.
How Sponsorship
Drives Adoption and Usage
Employees look to and listen to senior
leaders for direction and commitment
1998
2000
2003
2005
2007
2009
2011
2013
2015
In all 9 of Prosci’s studies,
active and visible executive
sponsorship was #1 on the list
by over a 3:1 margin
15

16. © Prosci Inc. All rights reserved.
Three Roles of Sponsors
ABCs of Sponsorship
#1 Active and visible participation throughout the project
#2 Communicate directly with employees
#3 Build a coalition of sponsorship
It’s not just signing checks and charters
16
None Slight
understanding
Some
understanding
Adequate
understanding
Complete
understanding
6% 19% 33% 30% 12%
0% 20% 40% 60% 80% 100%
58%
Sponsor role
understanding
reported less than adequate
understanding of the sponsor role

17. © Prosci Inc. All rights reserved.
Active and visible
participation
Build a coalition
of support
Communicate directly
with employees
ABC Effectiveness
Extremely
Ineffective
5% 15% 33% 32% 16%
0% 20% 40% 60% 80% 100%
Ineffective
Somewhat
Effective
Effective
Extremely
Effective
9% 22% 33% 24% 12%
0% 20% 40% 60% 80% 100%
6% 20% 31% 29% 14%
0% 20% 40% 60% 80% 100%
17

18. © Prosci Inc. All rights reserved.

19. © Prosci Inc. All rights reserved.
#2) Approach
Sponsorship
Communications
Middle Management
Engagement
Employee
Engagement
Change Management
Approach
Change Management
Resources
Integrating with PM
The Goal:
Employee
adoption and
usage
19

20. © Prosci Inc. All rights reserved.
How Approach
Drives Adoption and Usage
To get sufficient Adoption and Usage,
we must apply structure and intent
C T F • Individual transitions, adoption and
usage don’t happen by chance
• Change is a process, and must be
managed like a process
20

21. © Prosci Inc. All rights reserved.
Data on Use of Methodology
0%
20%
40%
60%
80%
'03 '05 '07 '09 '11 '13 '15
Percent of participants using a
structured approach
0%
20%
40%
60%
80% Used a
methodology
Did not use a
methodology
44% Provider/Thought-Leader (Prosci)
7% Provider/Thought-Leader (Other)
23% Combo/Hybrid/Mixture
15% Internally Developed
11% Consultant Provided
51%
23%
15%
11%
44%
7%
21

22. © Prosci Inc. All rights reserved.
When to Start
Change Management
85%
40%
13%
28%
2%
18%
0%
13%
0% 1%
Should
Did
• Proactive (not fire fighting)
• “Adoption and usage”
from the beginning
ClosureImplementationDesignPlanningInitiation
64% 56% 49%
37%% that met or exceeded objectives
22
0%

23. © Prosci Inc. All rights reserved.

24. © Prosci Inc. All rights reserved.

25. © Prosci Inc. All rights reserved.
#3) Resources
Sponsorship
Communications
Middle Management
Engagement
Employee
Engagement
Change Management
Approach
Change Management
Resources
Integrating with PM
The Goal:
Employee
adoption and
usage
25

26. © Prosci Inc. All rights reserved.
How Resources
Drive Adoption and Usage
“If it’s not someone’s job, it’s no one’s job”
Advantages with:
• Focus
• Single point of contact
• Accountability
Risks without:
• Neglected change
management
• Lack of coordination
• Lack of ownership
and accountability
26

27. © Prosci Inc. All rights reserved.
Did the Project Have
Dedicated CM Resources?
76% had a dedicated
change mgmt resource
0%
20%
40%
60%
80%
“Good” or “Excellent”
Change Management
With a dedicated resource
Without a dedicated resource
27

28. © Prosci Inc. All rights reserved.
Change management resource costs
Training costs
Communication costs
Change management materials
External consultant costs
Event costs
General expenses
Reinforcement and recognition costs
Change management resource costs
Training costs
Communication costs
External consultant costs
Change management materials
Event costs
General expenses
Reinforcement and recognition costs
Resourcing
and
Budgeting
62%
54%
49%
37%
37%
19%
75%
67%
Percent who had component in their budget
28

29. © Prosci Inc. All rights reserved.
#4) Integration with PM
Sponsorship
Communications
Middle Management
Engagement
Employee
Engagement
Change Management
Approach
Change Management
Resources
Integrating with PM
The Goal:
Employee
adoption and
usage
29

30. © Prosci Inc. All rights reserved.
How Integration
Drives Adoption and Usage
An integrated solution delivers the unified
value proposition to deliver results
Design
Develop
Deliver
Embrace
Adopt
Use
Current Transition Future
Project management
Change management
+ = success
30

31. © Prosci Inc. All rights reserved.
Integrating CM and PM
Project Management
Design, Develop, Deliver Solution Effectively
Solution is Embraced, Adopted and Used Proficiently
Change Management
People Processes Tools
77% Integrated
CM & PM
Did
Didn’t
60%
33%
And it mattered:
“Good” or
“Excellent” CM
Did Didn’t
Unified Value Proposition
31

32. © Prosci Inc. All rights reserved.
Integrating CM and PM
PM
CM
PM CM
PM
CM
CM
PM & CM
21%
14% 22%
37%
Collaboration
Cross-training
Define roles and
responsibilities
People dimension
32

33. © Prosci Inc. All rights reserved.
Integrating CM and PM
PM
CM
PM
CM
Integrate plans
Align timelines
Sequence tasks
Add deliverables
2014 2015
J F M A M J J A S O N D J F M A M J J A S O N D
Initiate
Plan
Design
Develop
Deploy
P1 – Preparing forChange
P2 – Managing Change
P3 – Reinforcing Change
PM
CM
Process dimension
33

34. © Prosci Inc. All rights reserved.

35. © Prosci Inc. All rights reserved.
#5) Employee Engagement
Sponsorship
Communications
Middle Management
Engagement
Employee
Engagement
Change Management
Approach
Change Management
Resources
Integrating with PM
The Goal:
Employee
adoption and
usage
35

36. © Prosci Inc. All rights reserved.
How Engagement
Drives Adoption and Usage
Employees are the ones who have to
ultimately “adopt and use” the solution
C T F Andy
C T F Becky
C T F Charlie
C T F Debbie
Engagement and participation
increase the likelihood of
successful transitions
36

37. © Prosci Inc. All rights reserved.
Current Transition Future
TC F
C C C C C
C C C C C
C C C C
C C C C C
C C C C C
T T T T
T T T T T
T T T
T T T T
T T T T T
F F F
F F F F
F F
F F F
F F F F
T
T
T
F
F
F
F
F
F
F
F
Ultimately requires individuals to move
from their own current to their own future
An organizational move from the current to the future
37

38. © Prosci Inc. All rights reserved.
Engagement Across the
Project Lifecycle
C T F
Definition of how the job will be done differently?
Awareness
Understanding
Support levels
Acceptance
Engagement
Participation
Adoption
Usage
Compliance
Proficiency
Satisfaction
38

39. © Prosci Inc. All rights reserved.
Facilitating and Evaluating
Engagement
Surveys and Assessments
Feedback Systems
Observation
Monitoring and Tracking
Focus Groups and Interviews
Errors and Issues
Input opportunities
Communications:
Two-way
Sponsor support
Manager support
EVALUATINGFACILITATING
39

40. © Prosci Inc. All rights reserved.
#6) Communications
Sponsorship
Communications
Middle Management
Engagement
Employee
Engagement
Change Management
Approach
Change Management
Resources
Integrating with PM
The Goal:
Employee
adoption and
usage
40

41. © Prosci Inc. All rights reserved.
How Communications
Drive Adoption and Usage
Communications catalyze the required individual
transitions by answering questions employees have
Communicated to:
Employees
Managers
Senior leaders
Others impacted
Why change?
Why now?
What if not?
WIIFM?
How am I impacted?
How will it happen?
?
41

42. © Prosci Inc. All rights reserved.
Effective Communications Plan
Sends the right message
To the right audience
At the right time
From the right sender
Through the right channel
Most
commonly
integrated tool
in 2014 study
results
42

43. © Prosci Inc. All rights reserved.
Key Messages
1. To employees
2. To managers
3. To executives
Why
Details
43

44. © Prosci Inc. All rights reserved.
#7) Middle Management Engagement
Sponsorship
Communications
Middle Management
Engagement
Employee
Engagement
Change Management
Approach
Change Management
Resources
Integrating with PM
The Goal:
Employee
adoption and
usage
44

45. © Prosci Inc. All rights reserved.

46. © Prosci Inc. All rights reserved.
©
2009
Prosci
and
Bill
Cigliano
How Middle Managers
Drive Adoption and Usage
Middle managers are the closest to where
the change comes to life
• Proximity
• Relationship
• Trust
• Operational Knowledge
46

47. © Prosci Inc. All rights reserved.
Five Roles of Managers
Effective
Ineffective
©
2009
Prosci
and
Bill
Cigliano
1) Communicator
2) Advocate
3) Coach
4) Resistance Manager
5) Liaison
0% 50%
47

48. © Prosci Inc. All rights reserved.
Best Practices Audit
Sponsorship
Communications
Middle Management
Engagement
Employee
Engagement
Change Management
Approach
Change Management
Resources
Integrating with PM
The Goal:
Employee
adoption and
usage
Top Contributors to Success – Relationship to Adoption and Usage
Copyright © 2016 Prosci Inc. Best Practices in Change Management – 2016 Edition
How
are
your
efforts
aligning
with
best
practices
in:
48

49. © Prosci Inc. All rights reserved.
eBest Practices Audit
7 Top Contributors
Sponsorship
Approach
Resources
Integration with PM
Employee Engagement
Communication
Manager Engagement
+ additional
research depth
Web-based
diagnostic tool based
on the research
Available now:
http://portal.prosci.com
• Evaluate alignment
with best practices
• Quantify your CM
effectiveness
• Focus on issues
that need attention
• Guidance and
direction on most
critical activities
• Evaluate progress
over time
• For all of your
projects
49

50. © Prosci Inc. All rights reserved. 50
Specific audit statements to determine how
your practice aligns with each of the
7 top contributors to success
Example:1. Sponsorship

51. © Prosci Inc. All rights reserved.
Sophisticated, cascading reports
51

52. © Prosci Inc. All rights reserved.
Overall score of “best practice alignment”
52

53. © Prosci Inc. All rights reserved.
Score for each of the top contributors
53

54. © Prosci Inc. All rights reserved.
Alert factors: highest risk that need attention
54

55. © Prosci Inc. All rights reserved.
Capture your insights and comments
55

56. © Prosci Inc. All rights reserved.
Track multiple projects
56

57. © Prosci Inc. All rights reserved.
Track over time (baseline + progress)
57

58. © Prosci Inc. All rights reserved.
“How well are we ‘doing’ change
management?”
Research-based diagnostic tool
Available now on the Prosci Portal – http://portal.prosci.com
58
7 Top Contributors
Sponsorship
Approach
Resources
Integration with PM
Employee Engagement
Communication
Manager Engagement

59. © Prosci Inc. All rights reserved.
Top Contributors
Conclusion
59
Sponsorship
Communications
Middle Management
Engagement
Employee
Engagement
Change Management
Approach
Change Management
Resources
Integrating with PM
The Goal:
Employee
adoption and
usage
Top Contributors to Success – Relationship to Adoption and Usage
Copyright © 2016 Prosci Inc. Best Practices in Change Management – 2016 Edition

60. © Prosci Inc. All rights reserved.
Prosci
Best Practices in Change Management,
2016 Edition
Available now!
®
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