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Copyright Prosci 2015. All rights reserved.
webinar@prosci.com
Prosci Change Management Webinar Change Management Takes Change Management
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Copyright Prosci 2015. All rights reserved.
Prosci by the #s:8
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Longitudinal studiesYears of researchFortune 100 companiesResearch participantsCertified practitionersCommunity members
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change management
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Copyright Prosci 2015. All rights reserved.
Agenda
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Foundation What
Why
Who
CM principles appliedto “doing CM”
CM “roster” analysis
Foundation
CM principles appliedto “doing CM”
CM “roster” analysis
Copyright Prosci 2015. All rights reserved.
What is “the change” that we are trying to manage?
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To apply change management to [project X]
to increase adoption and usage in order to deliver expected
results and outcomes
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Successful change requires both the technical and people sides
Current Transition Future
Technical side
People side
DesignDevelopDeliver
EmbraceAdoptUse
ResultsOutcomes
Success=+
Installation*
Realization*
* Daryl Conner
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Copyright Prosci 2015. All rights reserved.
Current Transition Future
TC F
C C C C C
C C C C C
C C C C
C C C C C
C C C C C
T T T T
T T T T T
T T T
T T T T
T T T T T
F F F
F F F F
F F
F F F
F F F F
T
T
T
F
F
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
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Foundation: The “Why” of CM
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F F
F F F
F
F
F
F
F
F
F
F
F F F
F F F F
F F
F F F
F F F F
F
F
F
F
F
F
F
F
instead of
= lower ROI= less benefit realization
= unachieved improvement= not what we expected/hoped for
Copyright Prosci 2015. All rights reserved.
Foundation: The “Why” of CM
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16%46%
77%
96%
0%
100%
Poor Fair Good Excellent
Change Management Effectiveness
Percent who met or exceeded objectives
6x
To capture the portion of project results and
outcomes that depend on people changing how
they do their jobs
Gartner BPM SummitDec 12, 2014
Copyright Prosci 2015. All rights reserved.
Foundation: The “What” of CM
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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 ®
Model
Prosci®
3-PhaseProcess
Align employee Ability with the project Go Live
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Foundation: The “Who” of CM
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Execs &Senior Leaders
Front-Line
Middle Managers & Supervisors
Changeresource/
team
ProjectTeam
ProjectSMEs and
support
C C C C C
C C C C C
C C C C C
C C C C C
C C C C C
T
T
T T T T
T T T T T
T T T
T T T T
T T T T T
T
T
F F F F
F F F F
F F F
F F F
F F F F
F
F
F
F
F
F
F
Organization Structure Change Structure
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Foundation Summary
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Why• Adoption and usage drives the expected future state• Increase likelihood of results and outcomes• Capture people-dependent ROI
What • Align Ability With Go Live – prerequisite of success• Apply structured approach to catalyze adoption and usage
WhoOrganizational Structure:Executives and Senior Leaders
Middle Managers and Supervisors
Front-Line Employees
Change Structure:Change Management Resource/Team
Project Team
Project SMEs and Support
Copyright Prosci 2015. All rights reserved.
Agenda
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Foundation• Sponsorship
• WIIFM
• Communication
• Proactive Resistance Mgmt
• Gleicher’s Formula
• Reinforcement
• Knowledge needs relevancy
• Change is a process
• ADKAR
CM principles appliedto “doing CM”
CM “roster” analysis
Copyright Prosci 2015. All rights reserved. 13
CM Principle What it means for “CM takes CM”
• Sponsorship
• WIIFM
• Communication
• Proactive Resistance Mgmt
• Gleicher’s Formula
• Reinforcement
• Knowledge needs relevancy
• Change is a process
• ADKAR
Specifically applying the general CM principle to one specific change,
“applying change management”
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CM Principle What it means for “CM takes CM”
Sponsorship
Top contributor to success in all 9 of Prosci’s studies
PUSHPULL
1. Direction2. Guidance3. Commitment
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CM Principle What it means for “CM takes CM”
WIIFM
Answering “What’s In It For Me?”
is critical for gaining buy-in
WIIFM of CM varies for each audience
Executives and senior managers
Get return out of investments
Middle managers and supervisors
Help employees be successful
Project team Deliver benefitsinstead of solutions
Project SMEsand support
Holistically support effective change
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CM Principle What it means for “CM takes CM”
Communication
Right messageRight audienceRight senderRight time
Right channel
WHY
details>
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CM Principle What it means for “CM takes CM”
Proactive resistance
management
Anticipate and address likely sourcesof resistance
What are the most likely sources of
resistance to applying change management:
From senior leaders?From managers?
From project teams?
How will you proactively address them?
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CM Principle What it means for “CM takes CM”
Gleicher’s Formula(Dannemiller’s refinement)
Which of the variables:Dissatisfaction
VisionFirst steps
is impacting the adoption of change management?
How can you impact the D, V, F for CM?
D * V * F > R• Dissatisfaction with how things are now• Vision of what is possible• First, concrete steps that can be taken• Resistance
Copyright Prosci 2015. All rights reserved. 19
CM Principle What it means for “CM takes CM”
Reinforcement
It is our natural, psychological and
physiological tendency to go back to
what we know.
Acknowledgethe work they are doing
Thankthem for their effort
Showthem the impact
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CM Principle What it means for “CM takes CM”
Knowledge needs relevancy
Needs to address a pressing problem and be applied right away
Impact of:Training for the sake of training
Ensure that CM training is being done the right way
Copyright Prosci 2015. All rights reserved. 21
CM Principle What it means for “CM takes CM”
Change is a process
Not an event
“Applying change management” will not happen because of a
single decree or a single training
How will you manage adoption of CM as a process?
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ADKAR-ing “CM takes CM”
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Awareness• Why is the change needed?• Why now? • What if we don’t?
Desire• Personal motivators• Organizational motivators• Inhibiters
Knowledge• Needed skills • Required competencies
Ability• Demonstrated capability• Overcoming barriers
Reinforcement®• Mechanisms, measurement• Rewards, celebrations
Awareness Desire Knowledge Ability Reinforcement®
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ADKAR-ing “CM takes CM”
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Reinforcement® to sustain the change
Ability to implement required skills and behaviors
Knowledge on how to change
Desire to participate and support the change
Awareness of the need for change
Ability to apply change management
Knowledge on how to apply change management
Desire to participate and support change management
Awareness of the need for change management
Reinforcement® to sustain change management
Applying the Prosci® ADKAR® Model to the change “doing change management”
Copyright Prosci 2015. All rights reserved.
Agenda
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Foundation• Who do you
need on board?
• How will you get them on board?
CM principles appliedto “doing CM”
CM “roster” analysis
Copyright Prosci 2015. All rights reserved.
Recognition of the Value and Need for Change Management
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0% 25% 50% 75% 100%
Solution developersand designers
Front-line managersand supervisors
Middlemanagers
Executives andsenior leaders
Project leaders andproject managers
No Low Moderate High
Recognition of the value and need for change management
% with “moderate”
or “high” recognition
83%
80%
57%
45%
43%
Copyright Prosci 2015. All rights reserved.
“CM Takes CM” Roster
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Roles What “to adopt and use” means?
Aspects of job impacted
ADKAR analysis
Keys to success
Simple ADKAR Analysis:
A D K A R
Copyright Prosci 2015. All rights reserved. 27
Processes
Systems
Tools
Jobroles
Criticalbehaviors
Mindset/Attitudes/
Beliefs
Reportingstructure
Performancereviews
Compensation
Location
Template
Aspects of a their jobs
impacted when they fulfill their
role in CM
What does “to adopt and use” CM mean for this group?To…
Simple ADKAR Analysis:
A D K A R
Keys to engaging this group:•••
Copyright Prosci 2015. All rights reserved. 28
Processes
Systems
Tools
Jobroles
Criticalbehaviors
Mindset/Attitudes/
Beliefs
Reportingstructure
Performancereviews
Compensation
Location
Executives and Senior Leaders
Aspects of a their jobs
impacted when they fulfill their
role in CM
Simple ADKAR Analysis:
A D K A R
3 4 1 5 2
Keys to engaging this group:• “Stop talking about what you
do, and start talking about what you deliver”
• Language matters:• Not change management
• Capturing people-dependent ROI
• Benefit realization insurance
• Be the sponsor’s coach; make it as easy as possible for them to be a great sponsor
What does “to adopt and use” CM mean for this group?To actively and visibly participate throughout, build coalitions, and communicate directly.To get change management on to efforts.
Copyright Prosci 2015. All rights reserved. 29
Processes
Systems
Tools
Jobroles
Criticalbehaviors
Mindset/Attitudes/
Beliefs
Reportingstructure
Performancereviews
Compensation
Location
Managers and Supervisors
Aspects of a their jobs
impacted when they fulfill their
role in CM
Simple ADKAR Analysis:
A D K A R
4 2 2 2 2
Keys to engaging this group:• Passive vs. Active Awareness• Positioning CM
• Not as “something else”• As “something that helps
you help your employees• Creating the time and space to
manage change (priorities)
What does “to adopt and use” CM mean for this group?To be a communicator, advocate, coach, resistance manager and liaison.
Copyright Prosci 2015. All rights reserved. 30
Processes
Systems
Tools
Jobroles
Criticalbehaviors
Mindset/Attitudes/
Beliefs
Reportingstructure
Performancereviews
Compensation
Location
Employees
Aspects of a their jobs
impacted when they fulfill their
role in CM
Simple ADKAR Analysis:
A D K A R
4 3 1 2 2
Keys to engaging this group:• There are better and worse
ways to engage in change• Change is the new norm • This skillset positions you
to be a successful employee in this organization
What does “to adopt and use” CM mean for this group?To expect change, engage in times of change, and thrive at adopting and using change.
Copyright Prosci 2015. All rights reserved. 31
Processes
Systems
Tools
Jobroles
Criticalbehaviors
Mindset/Attitudes/
Beliefs
Reportingstructure
Performancereviews
Compensation
Location
Project Managers
Aspects of a their jobs
impacted when they fulfill their
role in CM
Simple ADKAR Analysis:
A D K A R
3 2 2 1 2
Keys to engaging this group:• CM and PM ultimately share a
common objective = to deliver expected results during change
• The people side of change compliments the technical side
• Change management is a rigorous and structured approach that maps to the project lifecycle
What does “to adopt and use” CM mean for this group?To plan for driving adoption and usage and integrate CM into PM.
Copyright Prosci 2015. All rights reserved. 32
Processes
Systems
Tools
Jobroles
Criticalbehaviors
Mindset/Attitudes/
Beliefs
Reportingstructure
Performancereviews
Compensation
Location
Project SMEs and Support
Aspects of a their jobs
impacted when they fulfill their
role in CM
Simple ADKAR Analysis:
A D K A R
4 3 3 2 2
Keys to engaging this group:• Supporting employees through
change to deliver expected results is the goal
• Your specific experience and expertise plays a crucial role
• A coordinated effort adds value
What does “to adopt and use” CM mean for this group?To partner in the effort to drive results and outcomes by catalyzing individual transitions.
Copyright Prosci 2015. All rights reserved.
“CM Takes CM” Roster
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Roles What “to adopt and use” means?
Aspects of job impacted
ADKAR analysis
Keys to success
Senior leaders ABC 4 + 2 3 | 4 | 1 | 5 | 2 … Managers CLARC 5 + 2 4 | 2 | 2 | 2 | 2 … Employees Expect, engage, thrive 3 + 2 4 | 3 | 1 | 2 | 2 … Project managers Plan for and integrate 6 + 2 3 | 2 | 2 | 1 | 2 … SMEs and support Partner 6 + 2 4 | 3 | 3 | 2 | 2 … Others?
Others?
Others?
Others?
Others?
Keep building out your CM roster
Copyright Prosci 2015. All rights reserved.
Foundation What, Why, Who
CM principles appliedto “doing CM” Specific applications
CM “roster” analysis Who and how of onboarding key roles?
Conclusion
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Copyright Prosci 2015. All rights reserved.
Prosci SolutionDelivering organizational results by
catalyzing individual transitions
http://www.prosci.com | http://blog.prosci.comchangemanagement@prosci.comBuild individual change competencies
Apply change management on initiativesEmbed organizational change capability
http://www.prosci.comsolutions@prosci.com
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