Business Model Canvas (BMC)- A new venture concept
Ready, Set and Change: Building a Future Proof Organisation
1. Ready, Set and Change:
Building A Future Proof
Organisation
Vicky Emery
August 2016
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.
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3. Topics
• Why we need to change
the way we change
• Global outlook – latest
research
• Triggers to get started
• Highest impact activities
• Mistakes to avoid
• Finding a home for
Change Management
• What role can Project
Managers play?
• Q&A
3
“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
4. Prosci 2016 Best Practices in Change
Management Benchmarking Report
• 1,120 participants
• 56 countries
• Top 3 roles:
• Change Management team
leader
• External consultant
• Project team leader
• 6 new topics
• Culture
• Cultural awareness and global
literacy
• Change Agent Networks
• Complementary roles
• Vertical industry customisation
• Certification in Change
Management
The largest body of Change Management knowledge in the world.
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5. 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.
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8. Change is the new “business as usual”
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• Volume
• Speed
• Complexity
• Risk
• Transparency
• Others?
“Life comes at us in waves. We can't predict or
control those waves, but we can learn to surf.”
Dan Millman
9.
10. Success rates of change remain low
IBM Making Change Work Report While the Work Keeps Changing Report
August 2014
1,400 organisations globally, over 20 industries,
11. And many organisations lack change
capabilities
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IBM Making Change Work Report While the Work Keeps Changing Report
August 2014
1,400 organisations globally, over 20 industries,
12. 76%
CEOs see the need for investing in enterprise
change capability
“Our ability to adapt is
a key source of
competitive
advantage.”
Pricewaterhousecoopers 2008
“Organisational agility
is critical to business
success.”
McKinsey 2009
90%
13. Moving from “hit and miss” change….
13
to consistent, successful implementation and
benefit realisation with
high employee engagement
14. Change Management increases the probability
of success
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14
Of the 245 research
participants who
reported having
excellent change
management
effectiveness, 94%
met or exceeded
project objectives
19. Just under 50% of organisations globally are
actively building enterprise Change Management
19
53%
38%
8%
47%
43%
10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes No Don’t know
Percentofrespondents
Actively working to deploy Change Management
2013
2015
2016 Best Practices in Change Management Report.
4500 participants in 56 countries. Prosci copyright 2016.
20. Australia & New Zealand are early adopters
20
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Middle East
Latin America
Europe
Asia and Pacific Islands
Canada
United States
Entire study population
Africa
Australia and New Zealand
Actively working to deploy Change Management by region
2016 Best Practices in Change Management Report.
4500 participants in 56 countries. Prosci copyright 2016.
21. Early adopting industries
21
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Entire Study Population
Oil and Gas
Information Services
Utilities
Retail Trade
Mining
Services - Other (except Public Administration)
Banking
Finance
Insurance
Pharmaceutical
Participants actively working to deploy by industry
2016 Best Practices in Change Management Report.
4500 participants in 56 countries. Prosci copyright 2016.
22. Major gap between Change Management at
project and enterprise levels
22
of organisations apply a
Change Management
methodology
of organisations applying
Change Management
methodology to all
projects
2016 Best Practices in Change Management Report.
4520 participants in 56 countries. Prosci copyright 2015.
23. What does it mean to be a “change-capable
organisation”?
• Three capabilities required
for successful change
• Not roles or jobs
• Need strength in all three
capabilities
• Missing capabilities
increase project risk
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The Prosci Project Change Triangle
24. Triggers to get started
• Volume and complexity of
change underway
• Past program or project
failure
• Demonstrated success of
projects applying Change
Management
• Risk Management
• Employee Engagement and/
or Culture Survey results
• Others?
27. PMOs are leading change capability building
0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%
Other
Grassroots
Within business units, Operations
Independent change management group
Corporate and Shared Services
Strategy, Transformation, Planning
Executive Leadership
Information Technology (IT)
Organisational Development (OD)
Human Resources (HR)
Project Management Office (PMO)
Percentage of respondents
Originator of the effort
2016 Best Practices in Change Management Report.
4500 participants in 56 countries. Prosci copyright 2016.
28. Most Change Management groups are located
in the PMO
28
38%
Had a Change Management Office or
functional group globally
45%
Australia & New Zealand
Top Locations
• PMO: 28%
• HR: 24%
• OD: 17%
• IT: 14%
• Strategy/Transformation:13%
Key Roles
1. Own & maintain methodology
2. Own & maintain tools
3. Consulting support to Change
Management resources on
projects
4. Maintain CoP
5. Provide resources for projects
2016 Best Practices in Change Management Report.
4500 participants in 56 countries. Prosci copyright 2016.
29. Only 23% report high levels of success
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0%
10%
20%
30%
40%
50%
60%
70%
Very unsuccessful Unsuccessful Moderately
successful
Successful Extremely
successful
Success of deployment effort
30. Features of organisational capabilities
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• Take years or decades to
build
• Pay off is long term
• Become an asset – intangible
• Difficult for competitors to
identify, imitate or match
• Can erode or disappear
• Can be difficult to change
• Consistent investment
• Robust if embedded across
multiple processes and
systems
Source: Change Power – Turner and Crawford,1998
31. Highest impact activities
• Treat ECM as a project
• Secure sponsorship before moving
forward
• Build a strong case for Change
Management
• Multi pronged approach
• Adopt a single, effective, consistent
methodology and upskill people to
use it
• Position Change Management as
everyone’s job
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2016 Best Practices in Change Management Report.
4500 participants in 56 countries. Prosci copyright 2016.
32. Common Traps
1. The training trap
2. Moving forward without Executive
Sponsorship
3. Failing to build the business case
for Change Management.
36. Change Management maturity by region
Region
(plus % of study participants from region)
Average Maturity Level
All regions (100%) 2.59
United States (34%) 2.70
Australia and New Zealand (25%) 2.56
Canada (15%) 2.57
Europe (14%) 2.37
Africa (5%) 2.89
Asia and Pacific Islands (3%) 2.65
Latin America (2%) 2.67
Middle East (2%) 2.64
2016 Best Practices in Change Management Report.
4500 participants in 56 countries. Prosci copyright 2016.
37. Level of maturity Australia & NZ
0% 10% 20% 30% 40% 50% 60%
Level 1
Level 2
Level 3
Level 4
Level 5
Maturity Model data for Australia and New Zealand
2016 Best Practices in Change Management Report.
4500 participants in 56 countries. Prosci copyright 2016.
38. What role can you play - project level
• Aligning training with the overall
Change Management strategy
• Equipping managers to be
effective change leaders
• Measuring success of change –
individual “knowledge” and
“ability”.
• Advocating for Change
Management as a key success
factor on Projects & BAU
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39. What role can you play - enterprise level
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• Being part of the ECM effort
• Build individual capabilities
via role based Change
Management training
• Executives
• People Leaders
• Professionals and Technical
specialists
• Project Managers and teams
• Employees
• Embedding change
leadership in competency
frameworks and curricula
• Measuring Change
Management maturity
41. Where to find today’s slides and recording
• Being Human Company Linked in Profile – Follow us
• Catherine Smithson’s Linked In profile
• Being Human’s Facebook page
• www.slideshare.net Search for Being Human Pty Ltd
(now includes option to listen to recording)
• YouTube - Search for Being Human Pty Ltd
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