More Related Content Similar to Prosci Webinar: What's next for Change Management (20) More from Prosci ANZ (10) Prosci Webinar: What's next for Change Management2. © Prosci. All Rights Reserved. 2
Why research?
For Prac??oners
Apply lessons learned from other
pracAAoners to drive success
Benchmark against other
organizaAons and industries
Gain credibility
Expand pracAce with new
topics and tacAcs
For Prosci
Avoid common piJalls
Rely on the experience of others,
not the theories of others
Answer: “why do some changes
succeed and others fail?”
Drive a best pracAces-based
methodology and suite of tools
Provide objecAve, grounded
guidance
Contribute to the change
management discipline
ü
ü
ü
ü
ü
ü
ü
ü
ü
ü
4. © Prosci. All Rights Reserved. 4
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
CommunicaAons
Training
1998
Resistance management
Manager Role
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
CommunicaAons
Training
1998 2000
Resources and budgets
Resistance management
Manager Role
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
CommunicaAons
Training
1998 2000 2003
OrganizaAonal change capability
Team member aributes
Resources and budgets
Resistance management
Manager Role
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
CommunicaAons
Training
1998 2000 2003 2005
Reinforcement and sustainment
SaturaAon and porJolio management
OrganizaAonal change capability
Team member aributes
Resources and budgets
Resistance management
Manager Role
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
CommunicaAons
Training
1998 2000 2003 2005 2007
Measurement and metrics
IntegraAng CM and PM
Readiness
Trends in CM
Reinforcement and sustainment
SaturaAon and porJolio management
OrganizaAonal change capability
Team member aributes
Resources and budgets
Resistance management
Manager Role
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
CommunicaAons
Training
1998 2000 2003 2005 2007 2009
Job roles and locaAons
Advice for new pracAAoners
Complex change
Aligning CM with other disciplines
Measurement and metrics
IntegraAng CM and PM
Readiness
Trends in CM
Reinforcement and sustainment
SaturaAon and porJolio management
OrganizaAonal change capability
Team member aributes
Resources and budgets
Resistance management
Manager Role
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
CommunicaAons
Training
1998 2000 2003 2005 2007 2009 2011
JusAfying CM
Job roles and locaAons
Advice for new pracAAoners
Complex change
Aligning CM with other disciplines
Measurement and metrics
IntegraAng CM and PM
Readiness
Trends in CM
Reinforcement and sustainment
SaturaAon and porJolio management
OrganizaAonal change capability
Team member aributes
Resources and budgets
Resistance management
Manager Role
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
CommunicaAons
Training
1998 2000 2003 2005 2007 2009 2011 2013
Culture
Global awareness
Complementary roles
Change Agent Networks
VerAcal industry customizaAon
JusAfying CM
Job roles and locaAons
Advice for new pracAAoners
Complex change
Aligning CM with other disciplines
Measurement and metrics
IntegraAng CM and PM
Readiness
Trends in CM
Reinforcement and sustainment
SaturaAon and porJolio management
OrganizaAonal change capability
Team member aributes
Resources and budgets
Resistance management
Manager role
Greatest contributors
Biggest obstacles
Methodology
Sponsorship
CommunicaAons
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
1 Awareness of need
2 More resources/posiAons
3 IntegraAon with PM
4 Establishment of CMOs
5 Broader applicaAon
6 Use of methodology/structure
7 Leadership support
8 Demand for training
48%
62%
70%
81%
0%
100%
Poor Fair Good Excellent
14%
32%
52%
71%
0%
100%
Poor Fair Good Excellent
15%
42%
76%
94%
0%
100%
Poor Fair Good Excellent
0%
100%
Poor Fair Good Excellent
Met or exceeded objec5ves
On schedule
On budget
Change Management EffecAveness
Awareness of the need for CM
10. © Prosci. All Rights Reserved. 10
1 Awareness of need
2 More resources/posi5ons
3 IntegraAon with PM
4 Establishment of CMOs
5 Broader applicaAon
6 Use of methodology/structure
7 Leadership support
8 Demand for training
Director, Change Management
Change Management Specialist
Change Analyst
Change Manager
Change Management Consultant
Change Management Analyst
Manager – OrganizaAonal Change Management
H E L L O
my JOB is
More CM Resources and Posi?ons
12. © Prosci. All Rights Reserved. 12
1 Awareness of need
2 More resources/posiAons
3 Integra5on with PM
4 Establishment of CMOs
5 Broader applicaAon
6 Use of methodology/structure
7 Leadership support
8 Demand for training
71% 77%
2013 2015
Did
integrate
Did not
integrate
Excellent
Good
Fair
Poor
IntegraAon impacted CM effecAveness
IntegraAon of PM and CM on the rise
Integra?on with Project Management
14. © Prosci. All Rights Reserved. 14
1 Awareness of need
2 More resources/posiAons
3 IntegraAon with PM
4 Establishment of CMOs
5 Broader applicaAon
6 Use of methodology/structure
7 Leadership support
8 Demand for training
Change Management Office
Where the CMO was located:
Where the CMO would be most effec5ve:
• PMO
• HR
• Strategy/TransformaAon/Planning
• IT
• PMO
• Strategy/TransformaAon/Planning
• ExecuAve leadership/C-level report
• OD
• Own and maintain CM methodology
• Own and maintain CM tools
• Provide consultaAve support to project teams
• Provide CM resources on specific projects
• Maintain a CM community
Loca?on
Responsibili?es
16. © Prosci. All Rights Reserved. 16
1 Awareness of need
2 More resources/posiAons
3 IntegraAon with PM
4 Establishment of CMOs
5 Broader applica5on
6 Use of methodology/structure
7 Leadership support
8 Demand for training
Broader applica?on included:
q Involving a larger number
of employees
q Broadening definiAons
of stakeholders
q Using performance appraisals
q Using CM for changes that
are not formal projects
q GamificaAon
q Using CM to facilitate
business engagement
Broader applica?on of change management
19. © Prosci. All Rights Reserved. 19
1 Awareness of need
2 More resources/posiAons
3 IntegraAon with PM
4 Establishment of CMOs
5 Broader applicaAon
6 Use of methodology/structure
7 Leadership support
8 Demand for training
Used
methodology
Did not
use
Excellent
Good
Fair
Poor
Use of methodology ma)ered
11%
15%
23%
51%
0% 20% 40% 60%
Consultant provided
Internal
Combo/hybrid
Provider/thought-leader
Methodology used
Use of methodology and structured approach
21. © Prosci. All Rights Reserved. 21
1 Awareness of need
2 More resources/posiAons
3 IntegraAon with PM
4 Establishment of CMOs
5 Broader applicaAon
6 Use of methodology/structure
7 Leadership support
8 Demand for training
Increased leadership support for CM
29%
42%
54%
72%
0%
20%
40%
60%
80%
100%
Very
ineffecAve
IneffecAve Moderately
effecAve
Extremely
effecAve
Sponsor effecAveness
Percent of objecAves met/exceeded
ü Greater support for change management
ü Greater understanding of sponsorship
23. © Prosci. All Rights Reserved. 23
1 Awareness of need
2 More resources/posiAons
3 IntegraAon with PM
4 Establishment of CMOs
5 Broader applicaAon
6 Use of methodology/structure
7 Leadership support
8 Demand for training
74%
Had aended
cerAficaAon
86%
Would recommend
cerAficaAon
Value of cer?fica?on:
ü Structured approach gained
ü Build skills and credenAals
ü Acquire common and universal tools
ü More likely to achieve desired outcomes
Increased demand for CM training
28. © Prosci. All Rights Reserved. 28
• Inventory your current level of CM/
PM integraAon
• Expand dimensions of integraAon:
– People
– Processes
– Results and outcomes
– Tools
– Methodology
• Provide awareness and educaAon to
project leaders and teams
• Delivering Project Results workshop
– ½ day workshop for project managers and
project teams
• Free webinars on integraAng project
management and change
management
– www.portal.prosci.com
Aligning with this trend
Prosci resources
35. © Prosci. All Rights Reserved. 35
1 IntegraAon with PM
2 ConAnued maturaAon
3 Building capability
4 RecogniAon of discipline
5 Execu5ve engagement
• Awareness of need for CM and
sponsorship
• Development of sponsorship
skills
• Engagement in leading change
Increases in:
Mfg Dist IT BU 1 BU 2