For nearly twenty years, Prosci has been conducting change management research to identify benchmarks and best practices for leading the people side of change (and the 10th Best Practices in Change Management study is now open!) As the discipline matures, the core of this body of knowledge has stabilized, and well-established findings guide many practitioners’ change management work. But with every study, this research has expanded into new topic areas and shed light on the most innovative applications of change management. This webinar will examine the new topics explored in the most recent Best Practices in Change Management study (including cultural adaptation, change agent networks, and vertical industry impact) and how you can apply these findings to your work.

1. The Holis*c Approach to Change Management -
Insights and Innova*ons
Susie Pa)erson
Director of Research and Development
@SusieEPa)erson

2. © Prosci. All Rights Reserved. 2
Research
Founda<on
Innova<ve
Topics
Daily
Applica<on
Cultural Adapta*ons
Industry Impact
Change Agent Network

3. © Prosci. All Rights Reserved. 3
Research
Founda<on
Innova<ve
Topics
Daily
Applica<on
Cultural Adapta*ons
Industry Impact
Change Agent Network

4. © Prosci. All Rights Reserved. 4
Why research?
For Prac<<oners
Apply lessons learned from other
prac**oners to drive success
Benchmark against other
organiza*ons and industries
Gain credibility
Expand prac*ce with new
topics and tac*cs
For Prosci
Avoid common piMalls
Rely on the experience of others,
not the theories of others
Answer: “why do some changes
succeed and others fail?”
Drive a best prac*ces-based
methodology and suite of tools
Provide objec*ve, grounded
guidance
Contribute to the change
management discipline
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5. © Prosci. All Rights Reserved. 5
Prosci Research Founda<on
9 Best Prac*ces studies
17 years
4500 par*cipants 0
500
1000
102
1120
1998 2015
Par*cipants

6. © Prosci. All Rights Reserved. 6
Share your insights now: prosci.com/study

7. © Prosci. All Rights Reserved. 7
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
Communica*ons
Training
1998
Resistance management
Manager Role
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
Communica*ons
Training
1998 2000
Resources and budgets
Resistance management
Manager Role
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
Communica*ons
Training
1998 2000 2003
Organiza*onal change capability
Team member a^ributes
Resources and budgets
Resistance management
Manager Role
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
Communica*ons
Training
1998 2000 2003 2005
Reinforcement and sustainment
Satura*on and porMolio management
Organiza*onal change capability
Team member a^ributes
Resources and budgets
Resistance management
Manager Role
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
Communica*ons
Training
1998 2000 2003 2005 2007
Measurement and metrics
Integra*ng CM and PM
Readiness
Trends in CM
Reinforcement and sustainment
Satura*on and porMolio management
Organiza*onal change capability
Team member a^ributes
Resources and budgets
Resistance management
Manager Role
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
Communica*ons
Training
1998 2000 2003 2005 2007 2009
Job roles and loca*ons
Advice for new prac**oners
Complex change
Aligning CM with other disciplines
Measurement and metrics
Integra*ng CM and PM
Readiness
Trends in CM
Reinforcement and sustainment
Satura*on and porMolio management
Organiza*onal change capability
Team member a^ributes
Resources and budgets
Resistance management
Manager Role
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
Communica*ons
Training
1998 2000 2003 2005 2007 2009 2011
Jus*fying CM
Job roles and loca*ons
Advice for new prac**oners
Complex change
Aligning CM with other disciplines
Measurement and metrics
Integra*ng CM and PM
Readiness
Trends in CM
Reinforcement and sustainment
Satura*on and porMolio management
Organiza*onal change capability
Team member a^ributes
Resources and budgets
Resistance management
Manager Role
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
Communica*ons
Training
1998 2000 2003 2005 2007 2009 2011 2013
Culture
Global awareness
Complementary roles
Change Agent Networks
Ver*cal industry customiza*on
Jus*fying CM
Job roles and loca*ons
Advice for new prac**oners
Complex change
Aligning CM with other disciplines
Measurement and metrics
Integra*ng CM and PM
Readiness
Trends in CM
Reinforcement and sustainment
Satura*on and porMolio management
Organiza*onal change capability
Team member a^ributes
Resources and budgets
Resistance management
Manager role
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
Communica*ons
Training
1998 2000 2003 2005 2007 2009 2011 2013 2015
Building the
body of knowledge
on change management
Evolu<on of Prosci Research
New topic area
Major focus
Minor focus
Key

8. © Prosci. All Rights Reserved. 8
Approach from 2016 Forward
Core
Findings
(Biennial)
Published separately

10. © Prosci. All Rights Reserved. 10
Share your insights now: prosci.com/study

11. © Prosci. All Rights Reserved. 11
Research
Founda<on
Innova<ve
Topics
Daily
Applica<on
Cultural Adapta*ons
Industry Impact
Change Agent Network

12. Cultural Adapta=ons

13. © Prosci. All Rights Reserved. 13
Individualism vs Collec=vism
The degree to which people act in ways that benefit
themselves or the group
Power Distance
The degree to which power is distributed equally or
unequally throughout a culture
Uncertainty Avoidance
How much a culture seeks to avoid and mi*gate
uncertainty
Asser=veness
The degree to which a person is expected and allowed
to advocate for themselves
Performance Orienta=on
The degree to which high performance, standards and
striving for excellence are rewarded
Emo=onal Expressiveness
How much or how li^le people are expected to display
their emo*onal state in a professional environment
Six cultural dimensions studied
Cultural Adapta<ons
These dimensions were iden-fied from other thought leaders’ works on cultural a8ributes:
GLOBE, Hofstede, Trompenaar

14. © Prosci. All Rights Reserved. 14
Par*cipants provided three data points for each of the six
cultural dimensions:
Example
For Power Distance, where are you on the spectrum?
Low Moderate High
Because of your place on the spectrum, what were the:
Specific challenges you face:
Unique adapta*ons you make:
Your specific challenges
Your unique adaptations
Cultural Adapta<ons

16. © Prosci. All Rights Reserved. 16
Power Distance
Low Moderate High
Specific challenges
1. Impaired communica=on: Due to extensive access, informa*on ojen skipped levels of the organiza*on which resulted in repea*ng
informa*on several *mes. Informal communica*ons led to rumors and decreased the credibility of informa*on surrounding
change.
2. Increased resistance: Low power distance structures resulted in a large amount of resistance because individuals from all levels of
the organiza*on constantly challenged ideas. Employees ojen did not adhere to changes, and messages were not uniform across
the organiza*on. Conflicts arose between levels of management, and produc*vity suffered consequently.
3. Decreased produc=vity: Produc*vity decreased due to more *me being spent on gaining buy-in, lack of governance and slower
decision processes.
Unique adapta=ons
1. Increase engagement: Employee engagement was achieved with an increase in func*ons and mee*ngs that were used to ensure
alignment of the organiza*on across all levels. The quan*ty of mee*ngs ensured that employees had mul*ple opportuni*es to
encounter and engage with the change project.
2. Structure communica=on channels: Communica*on channels needed to be iden*fied up front to provide a consistent approach for
tailoring messages and to open structured feedback from individuals. Communica*on plans required consistency and frequency, so
content could be adjusted to incorporate the topics iden*fied from feedback.
3. Enhance change management plans: Par*cipants in low power distance organiza*ons added structure to change management by
placing stakeholders in key posi*ons, including establishing guidelines to ensure all levels were being communicated with and
clearly defining roles and responsibili*es.
Cultural Adapta<ons

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Specific challenges
1. Decreased ability to drive change: Leadership had a decreased capability to direct change, had to put more effort into gaining buy-
in for change and had to engage managers more thoroughly.
2. Increased resistance: Resistance occurred because senior leaders did not account for employees’ input and concerns when dealing
with issues centered on change. Employees were then more likely to resist any aspect of change. Senior leaders appeared to think
they had more sway over employees than they did.
3. Poor structure: Par*cipants with moderate power distance organiza*ons reported a need to tailor change plans more specifically to
groups as opposed to using a uniform approach. Crea*ng individual plans required more *me on the change manager’s part and
lowered the effec*veness of mass communica*on regarding change.
Unique adapta=ons
1. Balance communica=on: Par*cipants expressed the need to establish balanced communica*on during change management. Open
and honest feedback was balanced with a clear boundary and understanding of “who has the final say.”
2. Gain buy-in: Par*cipants reported punng more effort toward gaining employee buy-in. Awareness of the need for and importance
of change management was created by using more mee*ngs and team ac*vi*es. Other ac*vi*es to gain buy-in included visible
sponsorship engagement, involvement of key stakeholders, crea*on of plans for various groups and demonstra*on of the value of
change management.
3. Empower sponsors: Sponsors in moderate power distance organiza*ons were encouraged to take charge of change as an adap*on
to the posi*on on the power distance spectrum. Empowered sponsors bridged the gap between leaders’ direc*on and employees’
concerns and feedback.
Power Distance
Low Moderate High
Power Distance
Low Moderate High
Cultural Adapta<ons

18. © Prosci. All Rights Reserved. 18
Power Distance Power Distance
Low Moderate Low Moderate Low Moderate High
Specific challenges
1. Restricted communica=on: Par*cipants iden*fied too few and poor levels of communica*on occurring in high power distance
organiza*ons. A large gap was described between senior leaders and frontline employees which resulted in a loss of produc*vity
and increased *me for implementa*on. Fear among employees and execu*ves appearing unapproachable were primary limita*ons
to communica*on from lower levels to execu*ves.
2. Isolated decision making: Isolated decision making was challenging. Execu*ves made decisions without considering the impact to
employees. Consequently, the alignment of the organiza*on suffered because different levels and groups had different direc*ons.
3. Lack of employee engagement: Lack of commitment and trust were other challenges for organiza*ons with high power structures.
Passive resistance resulted from these issues because employees felt powerless, unheard and not cared about. Resources had to be
reallocated to account for these avoidable problems.
Unique adapta=ons
1. Communicate openly and directly: Par*cipants reported using execu*ve and senior leaders more ojen during communica*ons.
Higher-level leadership lent authority to communica*on, and resistant employees were more likely to adopt change when
instructed.
2. Engage leadership: Leadership visibility and engagement ensured that impacted groups understood that company leadership was
suppor*ve of and behind change from the beginning. Early leadership involvement encouraged and promoted early adopters.
Cultural Adapta<ons

19. © Prosci. All Rights Reserved. 19
Iden*fy where your team or organiza=on
falls on the six cultural dimensions
Applying this research:
Adapt your approach to accommodate
cultural norms
Avoid common piMalls
Work more effec=vely in cross-cultural
projects and organiza*ons
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20. Industry Impacts

21. © Prosci. All Rights Reserved. 21
Market changes
Technological changes
Opera*onal changes
Organiza*onal changes
Four types of expected change:
24 ver<cals:
Industry Impacts

22. © Prosci. All Rights Reserved. 22
Market Opera*onal Technological
Regula*ons and
government oversight
New market emergence
Changes in demand related
to customer expecta*ons
Tradi*onal markets closing
Increased compe**on
Changes to customer/user
rela*onships
Shijing priori*es and
business strategies
Consolida*on of opera*ons
and focus on profitability
Digital banking
Automa*on
Increased need for cyber
security
Banking

23. © Prosci. All Rights Reserved. 23
Market Opera*onal Budgetary
Increase in compe**on
Consolida*on
Increase in government
regula*ons
Change to demand
Increase demand for
eLearning and virtual
products
Changes to curricula
Changes to student
rela*ons
Increased diversity
Shijing student
demographics
Increased collabora*on
with commercial sponsors
Budget changes
Changes to federal/state
funding
Educa<on Services

24. © Prosci. All Rights Reserved. 24
Technological Organiza*onal Opera*onal
Digitaliza*on
Updates to computer
systems
Virtual tools
Cloud eLearning modules
Reducing employee
headcount
Increase in priva*za*on
Increase in outsourcing
New or restructured
business model
Changes to priori*es
Changes to user/ci*zen
rela*onships
Leadership development
Increased need for
employee engagement
Government – State

25. © Prosci. All Rights Reserved. 25
Paradigm Technological Budgetary
Individual or self-managed
health care model
Increased regula*ons and
legisla*on
Consolida*on through
M&A
Standardiza*on of pa*ent
care
Electronic records
New drugs
Pa*ent care technology
Automa*on
Budget cuts
Loss of funding
Move toward profit-
focused business models
Health Chare

28. © Prosci. All Rights Reserved. 28
Group 1 Health Care Educa*onal Services
Group 2
Government – Federal
Government – State
Government – Local/Municipal
Group 3
Banking
Finance
Consul*ng
Insurance
Group 4
Informa*on Services
Telecommunica*ons
Professional, Scien*fic, Technical
Services
Group 5
Oil and Gas
Manufacturing
U*li*es
Retail Trade
Consumer Goods and
Manufacturing
Challenges and adapta<ons for CM by industry grouping

29. © Prosci. All Rights Reserved. 29
Group 1 Health Care Educa*onal Services
Industry-specific CM challenges
1. Autonomous nature of employees 2. Lack of designated resources
• High degree of autonomy
• Independent thinking
• Do not accept change at face value
• Require convincing and clear evidence
• Lack of change management budget
• Lack of dedicated change prac--oners
• Lack of change management training
• Time away from daily priori-es
Industry-specific CM adapta=ons
1. Alignment with employee characteris*cs 2. Communica*on
• Adapt the methodology
• Include professors/physicians in CM teams
• High degree of collabora-on
• Increased stakeholder engagement
• Resemble academic discourse
• Targeted
• Detailed
• Connected to values (i.e., pa-ent care)
Challenges and adapta<ons for CM by industry grouping

30. © Prosci. All Rights Reserved. 30
Iden*fy your industry and review
challenges and adapta*ons
Applying this research:
Adapt your approach to accommodate
industry’s needs
Use industry-specific data to build
credibility for CM
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31. Change Agent Networks

32. © Prosci. All Rights Reserved. 32
39%
?
leveraged formal
change agent
networks to
support change
implementa*on
Defini*on of the change agent network
Reasons to use a change agent network
Building a change agent network
Criteria for selec*ng members
Change agent network roles
Expecta*ons of the change agent network
Change Agent Network

34. © Prosci. All Rights Reserved. 34
Reasons to use a
change agent network
1. Extend project support
The primary response was to provide addi-onal support to
the project, oRen from peers, which expedited change with
fewer obstacles and greater focus.
2. Use resources efficiently
By using change agent networks, par-cipants readily
allocated resources to necessary points of need. A large
por-on of par-cipants indicated that they…
3. Enhance communica*on
4. Align consistent objec*ves
5. Increase knowledge
6. Build credibility
7. Boost ownership
Change agent
network roles
1. Communica*on role
The role most commonly iden-fied by respondents was
communica-on liaison. Members of the change agent
network were used to disseminate communica-ons to their
respec-ve departments, sites or regions to share informa-on
about the change project with a greater audience and
provide various forms of feedback to the change project
team, such as employee concerns.
2. Leadership role
Respondents frequently iden-fied various leadership roles for
the change agent network. Examples included ac-ng as the
change leader for their department or region…
3. Training and support roles
4. Managing change internally
Change Agent Network

36. © Prosci. All Rights Reserved. 36
Iden=fy your current formal or informal
change agent network(s)
Applying this research:
Map your key influencers and start
leveraging them
Consider expanded uses for your formal
or informal change agent networks
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37. © Prosci. All Rights Reserved. 37
Research
Founda<on
Innova<ve
Topics
Daily
Applica<on
Cultural Adapta*ons
Industry Impact
Change Agent Network

38. © Prosci. All Rights Reserved. 38
BEST PRACTICES IN CHANGE MANAGEMENT –
2016 EDITION
eBEST PRACTICES
Purchase at www.prosci.com
Free two-week trial at www.portal.prosci.com

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