Presentation to Convergence Conference, Canberra, March 2017

1. Pimp your Change
Management
- or build a change
capable organisation
Presented by
Catherine Smithson
March 2017

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
“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

3. Prosci by the numbers
3

4. Topics
• Good and not so good news
• Project vs Enterprise Change
Management
• Famous 5 myths of ECM
• Success strategies
• Q&A
4

5. 5

6. 6

7. 7

8. The good news - many executives recognise
the need for embedding change into the DNA
8
76%
Our ability to adapt is
a key source of
competitive
advantage.”
Pricewaterhousecoopers 2008
90%
“Organisational
agility is critical to
business success.”
McKinsey 2009

9. They see the impacts of not landing all changes
9People * Projects * Organisation

10. 10

11. The bad news – most Execs are unclear on
how to go about it
11
Current Transition Future
?
??
?
©Prosci. Used with permission www.prosci.com

12. The project by project trap
• verb: pimp; 3rd person present: pimps; past tense:
pimped; past participle: pimped; gerund or present
participle: pimping
• informal
• sell or promote (something) in an extravagant or persistent
way. E.g. "he pimped their debut album to all the staff
writers at Rolling Stones”
• make (something) more showy or impressive. E.g. "he
pimped up the car with spoilers and twin-spoke 18-inch
alloys"
12

13. Framing the challenge in
Change Management terms
Knowledge
Ability
Desire
Awareness
Reinforcement®
©Prosci. Used with permission www.prosci.com

14. Where is the gap?
14
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
A D K A R
Awareness: “I understand why…”
Desire: “I have decided to…”
Knowledge: “I know how to…”
Abillity: “I am able to…”
Reinforcement: “I will continue to…”
©Prosci. Used with permission www.prosci.com

15. 15

16. Major disconnect between Change
Management at project and enterprise levels
16
of participants said they
apply a Change
Management methodology
on projects
of participants reported
that over half of the
projects in their
organisation applied
Change Management
2016 Best Practices in Change Management Report.
1120 participants in 56 countries. Prosci copyright 2016

17. Project vs enterprise Change Management
Change Management is like
building a house
Fostering individual transitions to deliver
organisational results
ECM is like designing a subdivision
Embedding change agility into the
organisation so it performs today
and tomorrow
©Prosci. Used with permission www.prosci.com

18. Australia & New Zealand are early adopters
18
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.
1120 participants in 56 countries. Prosci copyright 2015.

19. Early adopting sectors
19
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 - above global average
2016 Best Practices in Change Management Report.
1120 participants in 56 countries. Prosci copyright 2015.

20. Famous Five Myths of ECM
20

21. Strategies For Success
21

22. 1. ECM is a capability
22
Takes years to build
Consistent effort and investment
Short term wins/ long term payoff
Enduring when embedded
Difficult for competitors to imitate
Can erode
Can be difficult to change
Source: Change Power – Turner and Crawford,1998

23. Level 5
Organizational
Competency
Change management competency is evident at all
levels of the organization and is part of the
organization's intellectual property and competitive
edge
Level 4
Organizational
Standards
Organization-wide standards and methods are broadly
deployed for managing and leading change
Level 3
Multiple
Projects
Comprehensive approach for managing change is
being applied on multiple projects within organization
Level 2
Isolated
Projects
Some elements of change management are being
applied in isolated projects
Level 1
Ad hoc or
Absent
Little or no change management applied
2. Baseline capability - Prosci Change Management
Maturity Model™
23
©Prosci. Used with permission www.change-management.com

24. Five capability areas
• Leadership – who is sponsoring the deployment of
Change Management?
• Application – What % of projects apply Change
Management processes? What is the ‘reach’ or
‘breadth’ of application across the organisation?
• Competencies – what level of training is available for
people in all roles?
• Standardisation – what is the standard approach?
Who ‘housekeeps’ Change Management?
• Socialisation – How do we share success stories
and maintain commitment to better managing
change?
24©Prosci. Used with permission www.change-management.com

25. 3. Create a multi year change capability plan
Change
Capability
Year 1 Goals Year 2 Goals Year 3 Goals
1. Leadership
2. Application
3. Competencies
4. Standardisation
5. Socialisation
25©Prosci. Used with permission www.prosci.com

26. Case study 1: Good intentions, poor outcomes
Change
Capability
Year 1 Goals Year 2 Goals Year 3 Goals
1. Leadership
2. Application
3. Competencies
4. Standardisation
5. Socialisation
26©Prosci. Used with permission www.prosci.com

27. Case study 2: Good planning, great outcomes
Change
Capability
Year 1 Goals Year 2 Goals Year 3 Goals
1. Leadership
2. Application
3. Competencies
4. Standardisation
5. Socialisation
27©Prosci. Used with permission www.prosci.com

29. Where to find today’s presentation
29
Being Human Company Linked in
Profile – Follow us!
Being Human Pty Ltd
page - Like us!
www.slideshare.net/beinghumanaustralia

30. More info
30
beinghuman.com.au
• Free Prosci Webinars
• Free Community of
Practice Webinars
• Free Change
Conversations Seminar,
Canberra, March 21
“Life comes at us in waves. We can't predict or
control those waves, but we can learn to surf.”
Dan Millman