Being Human Good Better Best, Canberra CoP Presentation 050416
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The document presents highlights from the Prosci 2016 Global Best Practices in Change Management Report, focusing on successful change management strategies. Key factors for success include active executive sponsorship, structured approaches, and employee engagement, while common barriers involve lack of resources and manager resistance. The report aims to share lessons learned and emerging trends in change management from over 1,120 participants across 56 countries.
Being Human Good Better Best, Canberra CoP Presentation 050416
- 1. Good, Better, Best: Highlights of Prosci 2016 Global Best Practices in Change Management Report Canberra Organisational Change Community of Practice April 2016 Presented by Catherine Smithson
- 2. Agenda • A fresh definition of “successful change” • Top contributors to success • Top barriers to success • Assess a current change project • Q&A 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. Introducing Being Human • Founded in 1993 • Our mission: develop change-capable people and organisations so they achieve the benefits of change. • Exclusive Prosci Affiliate Australia and New Zealand. 3
- 4. Prosci by the numbers • 1994 – Founded in Colorado, USA • 9 global Benchmarking Reports • 17 years of longitudinal research • 50,000+ Certified practitioners worldwide • 5,000+ Certified practitioners Australia/ New Zealand 4 Getting back to Normal… it’s a town in Illinois USA.
- 5. 5 A fresh definition of successful change
- 6. What do we hear? • “It’s a required process in our Enterprise Agreement”. • “It’s a deliverable of Project Management.” • “It’s training and communications”. • “It’s a nice to have.” • “It’s performed by Change Managers”. • Others?
- 7. Organisations change for a reason PerformancePerformance > © Prosci Inc. All rights reserved www.change-management.com Current state Transition state Future state
- 8. Individuals make their own transitions: Adoption and usage The individual is the unit of change © Prosci Inc. All rights reserved www.change-management.com
- 9. Results and outcomes depend on employee adoption and usage Solution must be: • Designed • Developed • Delivered and • Embraced • Adopted • Used 9 Future Effectiveness = Quality x Acceptance General Electric – 1980s © Prosci Inc. All rights reserved www.change-management.com
- 10. The Swiss Cheese Future State TransitionCurrent Future = Benefits Current FutureTransition 10 © Prosci Inc. All rights reserved www.change-management.com
- 12. A proposed definition of Change Management Change Management is how we achieve the individual transitions required to achieve the required adoption and usage, which will deliver the expected outcomes. 12 Structured Change Management Process Leadership at all levels
- 13. 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. 13
- 14. 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. 14
- 15. Snapshot of participants Australia 15
- 16. Change Management drives results 16 Of the 245 research participants who reported having excellent change management effectiveness, 94% met or exceeded project objectives Change Management increases success rates by a factor of 6
- 17. 17 Change Management drives staying on budgetPercentageofrespondentsthatmetorexceeded projectobjectives
- 18. Change Management drives staying on schedule 18 Percentageofrespondentsthatmetorexceeded projectobjectives
- 19. Greatest contributors to success 1. Active and visible executive sponsorship 2. Structured Change Management approach 3. Dedicated Change Management resources 4. Interaction and engagement with Project Management 5. Employee engagement and participation 6. Frequent and open communication 7. Engagement with middle managers 19 ✔ ✔ 2014 rank 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016. ê é ✔ ✔ ✔
- 20. Assess a project against the Top 7 Contributors to success • Use at start for planning • Then at key milestones and Post Implementation Review • Use for multiple projects • Full reporting on strengths and gaps • Prosci eBest Practices Audit www.prosci.portal.com 202016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
- 21. Sponsor Effectiveness Directly Correlates to Project Success 212016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016. 29% 42% 54% 72% 0% 10% 20% 30% 40% 50% 60% 70% 80% Very ineffective Sponsor Ineffective Sponsor Moderately effective Sponsor Extremely effective Sponsor Percentageofrespondentswhometorexceeded objectives Correlation of Sponsor Effectiveness with Meeting Objectives
- 22. What is meant by Sponsorship? ABCs of Sponsorship Actively and visibly participate throughout the project Build a coalition of sponsorship with peers and managers Communicate directly with employees 22 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
- 23. Use of a Change Management methodology 232016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016. 34% 55% 58% 60% 72% 79% 73% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2003 2005 2007 2009 2011 2013 2015 Use of a particular methodology
- 24. Use of a structured methodology across the organisation 24 Don’t know 7% Yes 29% No 64% 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
- 25. 25 76% 74% 76% 23% 25% 23% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2011 2013 2015 Yes No Don't know Dedicated Resources Projects with dedicated Change Management resources 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
- 26. Interaction and engagement with Project Management 26 Percentage of participants who integrated Project Management and Change Management 71% 22% 7% 77% 20% 3% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Yes No Don't know 2013 2015 Did integration make an impact on achieving project objectives? 58% 42% 0% 20% 40% 60% 80% 100% Integrated Did not integrate 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
- 27. Engagement with middle managers 27 3% 32% 44% 4%3% 29% 47% 3% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Strongly agree Agree Disagree Strongly disagree Unsure 2013 2015 Percentage of participants who said their organisations adequately prepares managers with the skills, training and tools they need to lead change 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
- 28. Greatest obstacles to success 1. Lack of active and visible sponsorship 2. Lack of change management resourcing 3. Manager and supervisor resistance 4. Employee resistance 5. Lack of buy-in from project teams 28 ✔ 2014 rank 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016. é é é é é
- 29. Next steps 29 § www.beinghuman.com.au § www.prosci.com § www.portal.prosci.com