Many change projects are mandatory - compliance, regulatory, systems and restructures to name a few. These “No Choice Changes” present special challenges for change practitioners. How can we engage stakeholders when they have no real say in the decision to make the change or the solution? How can we build buy in when there is little What’s in it for Me? Join our next Change Community of Practice Webinar to tap into the wisdom of our consulting team and share your experiences and lessons learned: - The challenges of mandatory change - Snapshot of Prosci Best Practices research findings - Top 5 tips for effective Change Management

1. How to ‘do’ change
management for
Mandatory Changes
Presented by:
Vicky Emery
Director – Change Capability Services
August 2016
Change Community
of Practice Webinars

2. Introducing Being Human
• Founded in 1993
• Our mission: develop
change-capable people and
organisations so they
achieve the benefits of
change
• Prosci Primary Affiliate
Australia and New Zealand
2

3. Agenda
• The challenges of
mandatory change
• Snapshot of Prosci Best
Practices research findings
• Top 5 tips for effective
Change Management
3

4. Where to find today’s slides and recording
4
Being Human Company Linked in
Profile – Follow us!
Being Human Pty Ltd
page - Like us!
Slideshare.net
Search for Being Human Pty Ltd.
Slides and recording available.
Search for Being Human Pty Ltd.
Recorded version. Follow us!

5. What do we mean by mandatory change?
• Compliance and regulatory
projects:
• Externally driven, e.g.
government regulation, industry
standards
• Internally driven, e.g business
improvement initiatives, risk
management, IT, HR, Finance,
OH&S projects
• Restructures, relocations or
realignments
• Compulsory projects, where
1. The “what” (future state) is
already decided
2. The “how” (transition plan) is
already decided
3. Or both of the above
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7. Snapshot of findings from Prosci 2016 Best
Practices in Change Management Report
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Top 5 complex changes:
1. Spanning wide geographic
areas - 59%
2. No WIIFM- 57%
3. Impact across various
cultures – 50%
4. Long time frames – 42%
5. Reorganisation – 42%
Little or no WIIFM
Top 3 issues:
1. Overcoming resistance and
gaining buy in
2. Addressing employee fears
3. Depending solely on
organisational benefits

8. 8
• Less risky
• Safe
• Supported
• Free
• Automatic
Assumptions can result in:
• Poor or inaccurate business
requirements definition
• Current state not correctly understood
or mapped and risks not tabled
• Flawed or incomplete solution design
• Slower adoption than expected or
needed
• Low ultimate utilisation
• Lower or unsustained proficiency
Just because it is ‘mandatory’ does not mean it
is…

9. The twin challenges of mandatory change
1. Building the business case
for managing the change:
assumption by Sponsor and
other key stakeholders that
people will get on board
“because they will have to –
the change will be BAU”.
• “Why bother with investing Change
Management?”
• Budget and resourcing are ad hoc,
limited or absent
2. Actually doing effective
Change Management:
difficulty in engaging
managers, end users and
other impacted groups.
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10. A common story…
Example from Being Human consultant:
• I worked on a change that brought in a new workflow to help
meet regulatory response times.
• Employees were meant to access the workflow and manage
activities using the system. Many refused and did their their
work outside the system, entering information at the last
minute before it was work-flowed onto the next person.
• This often meant people were working off old templates that
they saved onto their desktop rather than the latest correct
templates.
• Unfortunately, reinforcing the change was not a priority and
after the 4-week post implementation support, the Change
Managers were moved on.
• Despite it being a compliance system, the future state now
looks like Swiss cheese!
10

12. 12

13. Tip 1: Make the business case for Change
Management
1313
T T
T T T
T T
The Swiss Cheese Future State
Project completed but a % of end users failed to adopt or
sustain the change
• Expected benefits not realised
• Project delays
• Budget overruns
• Project remediation required
Current Transition Future
• Change the conversation
• Stop talking about engagement
and buy in if they are creating
resistance to applying Change
Management
• Start talking about the future
state and required project
outcomes
• What does success look like?
• WHO needs to adopt, use, and
sustain the change?
• What happens if there are
failure points?

14. Tip 1: Make the business case for Change
Management
14
• Identify the impact of these
people factors on success:
• Speed of adoption - how will
delays in the timetable for
adoption impact the project?
• Ultimate utilisation - what is the
goal for end user utilisation (e.g.
100%) and what is the impact if
this is not achieved by the
required date?
• Proficiency – how important is
this for success and what is the
impact is end users don’t have
the skills required?
• Sustainment - what will be the
impact of end users adopting
workarounds or going back to
the previous ways of working?

15. Tip 1: Make the business case for Change
Management - via risk mitigation
15
• Assess the overall people risks
of the change
• Identify specific risks across:
• Readiness/resistance to the
change
• Impact of the change on different
groups
• The Prosci People Risk (high,
medium or low) will help you
determine the amount of change
management required.

17. Tip 2: Prosci’s ADKAR® Model still applies
• Sometimes, it is hard to find the
obvious reasons for the change
(Awareness) and ‘what’s in it for
me’ (Desire)
• So think harder!
• What ARE some of the reasons and
benefits for the organisation?
• For our customers? For our team?
• Mandatory change almost needs
MORE Awareness and Desire
building than non-mandatory change
• Failure is not an option –
communicate and discuss “what are
the consequences if our organisation,
or our team does not make these
changes successfully?”
17

18. Tip 3: Focus on the How
• The "what" may be non negotiable –
communicate this clearly and why it’s
non-negotiable
• Be clear on how impacted teams can
be involved in the "how” and allow it -
this will naturally build Awareness and
Desire for the change
• Work with the Sponsor and Project
Manager to identify areas where end
users can influence the “how”
• Example from Julie Stalley, Senior
Consultant:
• “I have just been having ADKAR
conversations with one of our client
groups. Six months ago they were very
resistant and still very much asking
"why, why, why?”
• While they don't necessarily agree with
the "what" they have all now chosen to
participate in the change and make
sure it is a success because they have
influence and choice about the "how”
18

19. …. And ADKAR still applies
Example from our team…
I was involved with the relocation of about 1000 staff following a merger of two
organisations.
The aim was to co-locate functions. Who was moving where was based entirely on
their role/function.
There was no opportunity for staff not to move and remain in that function. And despite
the fact these
employees were only going to have to move about 9 kms away, there was a high level
of resistance (and
union involvement). We tried to create some understanding, awareness and comfort
by:
• Providing all the impacted employees with a booklet about the new 'campuses’
including details on parking, cafes, public transport, amenities, distance to shops,
nearby childcare facilities
• Arranging for tours of their new locations, so employees could see for themselves
where they would be sitting, parking etc
• Letting them see the advantages of being co-located with their equivalent
colleagues from the other organization
• Engaging early and regularly with the union, so they were aware of everything that
was happening, when, how and why it was happening.
Ultimately, not everyone who was impacted was happy or chose to support the move
some even left - but at least they had the knowledge to be able to make the choice that
was right for them.
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20. Tip 4: Tap into people’s core values around
how they make change happen
• Can be hard to motivate leaders and
teams to put effort into mandatory
change
• Ask what are the benefits to all
those groups of the way WE want to
do this change, as opposed to other
organisations or competitors?
• What is our ‘brand’ in this change -
what do we want to be known for
in the way we do this?
• Given we have to do this change,
how can we do it so we get the best
result AND make it a good
experience for our people?
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22. Tip 5: Measure utilisation and reinforce the
change
• Agree the “lead and lag” measures of
success. These are even more important in
mandatory change to build desire - “we are
serious about this”
• Establish reliable pulse checks and open
feedback - Make these public or visible to
leaders can help maintain their focus
• During project: track Awareness and Desire,
dig deeper into red flags
• Before Go Live – do people have the required
Knowledge and Ability?
• During and post Go Live - how will you
measure and respond to:
• On time adoption across teams and business units
• Utilisation rates - are they reaching targets? Or are
key groups opting out?
• Proficiency - skills, error rates
• Sustainment – how will you know if the change is
sticking?
• How will you celebrate success and
recognise people’s efforts?
22

24. Prosci Change Management Workshop
for Project Managers
Build understanding and buy-in for Change Management with your Project Managers
and teams
Available as an in house program – contact us
ENROL NOW
Investment: Single delegate: $895 Early Bird Discount: $845 (closes 1 month before program)
Where: Brisbane - 13 September Canberra - 11 October Melbourne - 8 November
Auckland - 14 November 2016 and Wellington - 17 November
EXCLUSIVE OFFER
• Take 2:one delegate attends at the single delegate price & 2nd delegate receives 50% discount - save $347
• Take 3: two delegates attend at the single delegate price & 3rd delegate attends free - save $745
• Promotional code – DPR2016
24

25. Where to find today’s slides and recording
25
Being Human Company Linked in
Profile – Follow us!
Being Human Pty Ltd
page - Like us!
Slideshare.net
Search for Being Human Pty Ltd.
Slides and recording available.
Search for Being Human Pty Ltd.
Recorded version. Follow us!

26. More info
26
beinghuman.com.au
• Free Prosci Webinars
• Free Change Community of
Practice Webinars
Prosci
• change-management.com
• prosci.com
• portal.prosci.com