Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.
Change Conversations:
Highlights of the 2016
Prosci Best Practices in
Change Management
Report
May 2016
Presented by
Vicky...
Introducing Being Human
• Founded in 1993
• Our mission: develop
change-capable people
and organisations so
they achieve t...
News from Being Human
•  10th anniversary: certified over
5,000 participants.
•  Our new logo & website
coming….June!
•  N...
Agenda
• Key contributors to
success
• Top barriers to success
• Impact of effective
Change Management on
business results...
5
Don’t Log in!
Prosci by the numbers
•  1994 – Founded in Loveland
(Denver) Colorado, USA
•  9 global Benchmarking
Reports
•  18 years of...
Objectives of the Best Practices Report
1.  Uncover lessons learned
from practitioners and
consultants so current
change M...
Snapshot of the 2016 Best Practices Report
•  1,120 participants
•  56 countries
•  Top 3 roles:
•  Change Management team...
Snapshot of Australia & New Zealand participants
10
2016 Best Practice Highlights
•  1120 organisations
•  Maturity
•  Overall effectiveness
•  Project/Change Lifecycle and
R...
13
New Topics in the 2016 Report
14
•  Culture
•  Change Agent Networks
•  Cultural awareness and global
literacy
How cultura...
Cultural Dimensions
15
Cultural Dimensions and Adaptations
16
Change Management drives results
17
Of the 245 research
participants who
reported having
excellent change
management
effec...
18
Change Management drives staying on budget
Percentageofrespondentsthatmetorexceeded
projectobjectives
Change Management drives staying
on schedule
19
Percentageofrespondentsthatmetorexceeded
projectobjectives
Greatest contributors to success
20
✔
✔
2016 rank
2016 Best Practices in Change Management Report.
1,120 participants in 5...
Greatest obstacles to success
1.  Lack of active and visible
sponsorship
2.  Lack of change
management resourcing
3.  Mana...
Sponsor Effectiveness
Directly Correlates to Project Success
22
2016 Best Practices in Change Management Report.
1,120 par...
What is meant by Sponsorship?
ABCs of Sponsorship
Actively and visibly participate throughout the
project
Build a coalitio...
Project teams ranked over 50% of their sponsors
as having only a moderate to low understanding
of their role in managing t...
Which roles are senior leaders struggling to
effectively fill?
252016 Best Practices in Change Management Report.
1,120 pa...
Use of a Change Management methodology
272016 Best Practices in Change Management Report.
1,120 participants in 56 countri...
Use of a consistent methodology across the
organisation
28
Don’t know
7%
Yes
29%
No
64%
2016 Best Practices in Change Mana...
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
Interaction and engagement with Project
Management
30
Percentage of participants who integrated
Project Management and Cha...
Tips - What would you do differently when
integrating CM &PM activities on your next
project?
31
1.  Begin Change Manageme...
Need more?
33
§  www.beinghuman.com.au
§  www.prosci.com
§  www.portal.prosci.com
Being Human Change Conversations Highlights of the 2016 Prosci Best Practises Report
Being Human Change Conversations Highlights of the 2016 Prosci Best Practises Report
Being Human Change Conversations Highlights of the 2016 Prosci Best Practises Report
Being Human Change Conversations Highlights of the 2016 Prosci Best Practises Report
Prochain SlideShare
Chargement dans…5
×

Being Human Change Conversations Highlights of the 2016 Prosci Best Practises Report

210 vues

Publié le

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.

Publié dans : Business
  • Soyez le premier à commenter

Being Human Change Conversations Highlights of the 2016 Prosci Best Practises Report

  1. 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. 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. 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. 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. 5 Don’t Log in!
  6. 6. 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
  7. 7. 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
  8. 8. 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
  9. 9. Snapshot of Australia & New Zealand participants 10
  10. 10. 2016 Best Practice Highlights •  1120 organisations •  Maturity •  Overall effectiveness •  Project/Change Lifecycle and Resistance •  Culture dimensions – Regional and Vertical Industry •  Change Agent Networks
  11. 11. 13
  12. 12. 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
  13. 13. Cultural Dimensions 15
  14. 14. Cultural Dimensions and Adaptations 16
  15. 15. Change Management drives results 17 Of the 245 research participants who reported having excellent change management effectiveness, 94% met or exceeded project objectives 6X
  16. 16. 18 Change Management drives staying on budget Percentageofrespondentsthatmetorexceeded projectobjectives
  17. 17. Change Management drives staying on schedule 19 Percentageofrespondentsthatmetorexceeded projectobjectives
  18. 18. 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
  19. 19. 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
  20. 20. 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.
  21. 21. 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.
  22. 22. 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.
  23. 23. 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.
  24. 24. 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
  25. 25. 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.
  26. 26. 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
  27. 27. 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
  28. 28. 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
  29. 29. Need more? 33 §  www.beinghuman.com.au §  www.prosci.com §  www.portal.prosci.com

×