An interactive seminar that covers Key Contributors & Top barriers to success, Impact of effective Change Management and tips on what to do differently on the next project.

1. Change Conversations:
Highlights of the 2016
Prosci Best Practices in
Change Management
Report
May 2016
Presented by
Vicky Emery, Director, Change Capabilities
Being Human

2. 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.
2
Getting back to Normal…
it’s a town in Illinois USA…isn’t it?

3. News from Being Human
• 10th anniversary: certified over
5,000 participants.
• Our new logo & website
coming….June!
• New programs & services in 2016:
• Prosci Experienced Practitioner
Program - Sydney November
• Prosci ECM Boot Camp - Melbourne
June 16 and in house
• A growing Senior team
• Change Management consulting -
flexible approach
3

4. Agenda
• Key contributors to
success
• Top barriers to success
• Impact of effective
Change Management on
business results
• What to do differently on
the next project
4
“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

5. 5
Don’t Log in!

7. Prosci by the numbers
• 1994 – Founded in Loveland
(Denver) Colorado, USA
• 9 global Benchmarking
Reports
• 18 years of longitudinal
research
• 4,500+ research participants
• 56 countries
• 70% Fortune 500 companies
• 50,000+ Certified practitioners
worldwide
• 6,000+ Certified practitioners
Australia/New Zealand
7

8. 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.
8

9. Snapshot of the 2016 Best Practices Report
• 1,120 participants
• 56 countries
• Top 3 roles:
• Change Management team
leader
• External consultant
• Project team leader
• 6 new topics including:
• Leveraging Change Agent
Networks
• Customisation by Industry
• Cultural impacts and
adaptations
The largest body of Change Management knowledge in the world.
9
1%2% 4%
4%
15%
15%
24%
35%
Middle East Latin America
Asia and Pacific Islands Africa
Europe Canada
Australia and New Zealand United States

10. Snapshot of Australia & New Zealand participants
10

12. 2016 Best Practice Highlights
• 1120 organisations
• Maturity
• Overall effectiveness
• Project/Change Lifecycle and
Resistance
• Culture dimensions – Regional
and Vertical Industry
• Change Agent Networks

13. 13

14. New Topics in the 2016 Report
14
• Culture
• Change Agent Networks
• Cultural awareness and global
literacy
How cultural awareness influences Change
Management practices:
1. Opportunities for customisation
2. Cultural-specific adaptations
3. Avoid cultural-specific obstacles
4. Communication needs to be thought
through
• Vertical Industry Customization
• Complementary Roles
• Certification in Change Management

15. Cultural Dimensions
15

16. Cultural Dimensions and Adaptations
16

17. Change Management drives results
17
Of the 245 research
participants who
reported having
excellent change
management
effectiveness, 94%
met or exceeded
project objectives
6X

18. 18
Change Management drives staying on budget
Percentageofrespondentsthatmetorexceeded
projectobjectives

19. Change Management drives staying
on schedule
19
Percentageofrespondentsthatmetorexceeded
projectobjectives

20. Greatest contributors to success
20
✔
✔
2016 rank
2016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.
ê
é
✔
✔
✔
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

21. 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
21
✔
2016 rank
2016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.
é
é
é
é

22. Sponsor Effectiveness
Directly Correlates to Project Success
22
2016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.

23. 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
23
2016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.

24. 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.
242016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.

25. Which roles are senior leaders struggling to
effectively fill?
252016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.

27. Use of a Change Management methodology
272016 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

28. Use of a consistent methodology across the
organisation
28
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.

29. 29
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 Resources

30. Interaction and engagement with Project
Management
30
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%
Yes No Don't know
2013
2015
Did integration make an
impact on achieving project
objectives?
58%
42%
0%
10%
20%
30%
40%
50%
60%
70%
Integrated Did not integrate

31. Tips - What would you do differently when
integrating CM &PM activities on your next
project?
31
1. Begin Change Management
earlier
2. Provide training on change
management
3. Ensure adequate resources
for change management
4. Engage senior leaders
5. Engage with project
managers

33. Need more?
33
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