Democratization of Change Management Prosci CMI 4 June 2015

Evolution and the Future of Change Management

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Prosci ®

Tim Creasey, Chief Development Officertcreasey@prosci.com @timcreaseywww.linkedin.com/in/timcreasey/

Research | Methodology | Training | Advisory Services 4 June 2015

BiggerChange

FasterChange

More Complex Change

MoreCross

Functional

V.U.C.A. World

The achievements of an organization

are the results of the combined effort of each

individual.

Vince Lombardi

M T W R F

An email on Mondayfor training on Tuesday

for “go live” on Wednesday

is NOT the way to prepare and equip individuals to

successfully change

Current Transition Future

C C C C CC C C C C

C C C CC C C C CC C C C C

T T T TT T T T T

T T TT T T TT T T T T

F F FF F F F

F FF F F

F F F F

Ultimately requires individuals to move from their own current to their own future

An organizational move from the current to the future

If we do not support and equipindividual transitions,

then our future state looks nothinglike the future state we expected

F F F F

= lower ROI= less benefit realization

= unachieved improvement= not what we expected/hoped for

F F F F

Finstead of

Employee adoption and usageof change has a

direct and concrete impact on achieving expected

results and outcomes

Aspects of a person’s job

you can impact

Processes

Systems

Jobroles

Criticalbehaviors

Mindset/Attitudes/

Beliefs

Reportingstructure

Performancereviews

Compensation

Location

Aspects of a person’s job your

change can impact

Even within complex systems,the individual is the unit of change

Family

unities

Geographies

ography-s

CountriesTeam

Change management is

Applying structure, intent and rigor –not leaving successful change to chance

Meeting the needs of impacted employees in times of change

The solution to the reality of how change actually happens – one person at a time

How we support individual transitions to capture people-dependent project value

Poll Everywhere Placeholder

In seven or fewer words, define change management

Change management:CHānj ‘manijmǝnt

Catalyzingindividual transitions

to deliverorganizational results

Pre-1990

Comingup

Eras of change management

changing landscaperesearch trends

innovators/early adoptersdemocratization

How long have you been involved in the formal discipline of change management?

How long have you been “doing” change management

RichardBeckhard

(1969)

Pre-1990 1990s 2000s Coming up

ArnoldVan Gennep

(1909)

Kurt Lewin

(1951)

William Bridges (1979)Foundations:

Understanding human systems and how we experience change

Change Acceleration Process (CAP)

On the radar: Change management enters the business

vernacular

DarylConner(1992)

Todd Jick

(1993)

JeanenneLaMarsh

(1995)

JohnKotter(1996)

SpencerJohnson, M.D.

(1998)

Formalization:Evolution of structure

and rigor in change management

Processes and tools

formalization of

Organizational functions

Positions and job roles

Prosci Change Management Methodology

Formalization:Processes and tools

Positions and job rolesOrganizational functions

55% 58% 60%72% 79%

'03 '05 '07 '09 '11 '13

Positions and job roles:formalization of

Director, Change ManagementChange Management Specialist

Change Analyst

Change ManagerChange Management Consultant

Change Management AnalystManager – Organizational Change Management

H E L L Omy JOB is

Do you have a formal change management job? (Yes, No, Sort of)

2011 201343% 52%

< 1 year 1 to 3 years 3 to 6 years > 6 years

20% 37% 25% 17%

Organization has CM job roles

24,582 results

Corp, Shared Services

Strategy,Transformation,

Planning

Operations, Within Bus

Exec, C-Levelreport

Organization has CMO(dedicated functional group)

Internal Trends:Next two years

External Trends:Next five years

1. Maturation of the practices2. Internal capability building3. Expansion as profession4. Acceptance5. Integration with PM6. Greater application

1. Awareness of need2. Broader application3. Leadership support4. More CMOs5. Increased use of methodology6. Emphasis on plans7. Focus on individual8. Need to manage portfolio9. Engagement with PM

Increased application

Maturation of the practice and profession

Increased internal capabilities

Democratizationof CM

Democratization of CM

δημοκρατία (dēmokratía)rule of the people

Democratization ofchange managementtaking change management

to the people

What exactly are we “taking to the people” when we democratize change management?

Catalyzing individual transitions

to deliver organizational results

We are democratizing the ability to capture people-dependent results

Requirements ResultsOutputs Outcomes

Specifications Sustainment

Installation Realization

Solutions Benefits

For your project, estimate the percent of overall results and outcomes that depend on

employee adoption and usage:

Gartner BPM SummitDec 12, 2014

Prosci Webinar Feb 11, 2015

How much are you investing (budget, people, energy) in driving and supporting employee adoption and usage:

depends onadoption

and usage invested inadoption and usage

Now, think about your portfolio of engagements:

Engagementdependent on

adoption and usage

invested inadoption and usage

Priority is a function of context.Stephen R. Covey

We are democratizing:Mitigating mission critical risk

16%46%

Poor Fair Good Excellent

Change Management Effectiveness

Percent who met or exceeded objectives

We are democratizing:Increasing likelihood of success

If we can support and enableeach impacted employee through

their own individual transitions, we create successful change:

At the individual levelAt the project level

At the program levelAt the organizational level

What we ARE democratizing:

What we ARE NOTdemocratizing:

Catalyzing individual transitions

to deliver organizational results

Coercing change

Manipulating employees

Forcing change

Managing the unmanageable

Stakeholder Analyses

Risk Assessments

Communication Plans

Training Plans

WHYHOWYOU?

Democratization of CM WHY

Demand SidePull

Democratization of CM WHY“out-changing”

as a competitive advantage

“It takes a village”

Simplicity is the ultimate sophistication.

Leonardo da Vinci

Democratization of CM HOW

“I’d like three orders of change agility from page 145, please.”

On a scale of 1 (not at all) to 10 (obsessively), what is the focus on “change agility” in your organization?

CMBuild

IndividualCompetencies

Integrate into Changes, Projects

and Programs

Initiate Plan Design Develop Deploy

“Go Live”Kick off

Phase 3: Reinforcing

Change

Phase 2: Managing

Change

Phase 1: Preparing

for Change

A D K A R

Strategy Plans Measures

GeneralProject

Lifecycle

Individual Change Journey

Milestones

OrganizationalChange Mgmt

Activities

Major events

Prosci®

ADKAR ®

Prosci®

3-PhaseProcess

Execs &Senior Leaders

Front-Line Associates

Middle Managers & Supervisors

Design solutions with adoption

and usage in mind

Internalize ABCof sponsors

Internalize CLARC role in change

Expect and Thrive in Change

Hiring

On-boarding

Training

Coaching

Objectives

CompetencyModels

DevelopmentPlans

PerformanceReviews

Initiate Plan Design Develop Deploy Sustain

Project/Program Work Stream (technical side)

Change Management Work Stream (people side)

Change Management becomes an expected and embedded work stream on all projects

Democratization of CM HOWRequirement at initiationInventory impacted groupsDefine their changes

Create customized and scaled strategyResource CM

Integrate CM intoproject gates

Integrate CM intostandard reviews

Measure success atbenefit realization,project execution,AND individual transition levels

Align “people side” and technical side

activities

Phase 3: Reinforcing

Change

Phase 2: Managing

Change

Phase 1: Preparing

for Change

A D K A R

Strategy Plans Measures

GeneralProject

Lifecycle

Milestones

Activities

Major events

Prosci®

ADKAR ®

Prosci®

3-PhaseProcess

Phase 2:

GeneralProject

Lifecycle

Milestones

Activities

Major events

Prosci®

ADKAR ®

Prosci®

3-PhaseProcess

AD RKA

A D K A RAK AKAccounting

A D RProgram

Project 1 K R

Project 2

Project 3

Project 4

ProjectHealth

ChangeScorecard

Best PracticeAlignment

CMROICalculation

ADKARProgress

Adoption contribution

Installation contribution

3-PhaseProcess

Phase 1:Preparing for Change

Phase 2:Managing Change

Phase 3:Reinforcing Change

Project A

Program B

Initiative C

Making great change management the expectation,

not the exception, in your organization.

CMBuild

IndividualCompetencies

Integrate into Changes, Projects

and Programs

What does itmean to YOU?

Subject Matter ExpertMaven

Enabler

Democratization Architect

EquipperCoach

Democratization of CM YOU?

Democratization of CM YOU?You are the conductor

You are the coach

You help put the pieces together

You create the guardrails

Change agility takes more than chatter, want to and magic

Enterprise Change Capability“Structure and Intent”

Change Management

Keywords that describe the function of your change management office/CoE/CoP TODAY`

Keywords that describe the function of your change management office/CoE/CoP [IN THE FUTURE]

The pendulum will swing on your role

Pre-1990

Comingup

Eras of change management

Democratizationof CM

Submit your email address for follow up (it won’t show up on the screen)

Contact Prosci (solutions@prosci.com) or Being Human (info@beinghuman.com.au)

to deliver organizational results by catalyzing individual transitions

http://www.prosci.com | http://blog.prosci.comchangemanagement@prosci.com

Build individual change competenciesApply change management on initiativesEmbed organizational change capability

www.prosci.com | blog.prosci.com

Democratization of Change Management Prosci CMI 4 June 2015

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