Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars

1. Copyright Prosci 2015. All rights reserved.1
webinar@prosci.com
Prosci Change Management Webinar
Roles in Change Management

2. Copyright Prosci 2015. All rights reserved.
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2
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3. Copyright Prosci 2015. All rights reserved.
Agenda
Focus of change management
– As the foundation of roles
Change management roles
– Why are they important
– What do they do
3
Execs &
Senior Leaders
Front-Line
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support

4. Copyright Prosci 2015. All rights reserved.
Results and Outcomes Come from
Technical Side + People Side
4
Solution is:
+
This is the foundation of the ROI of change management
Current Transition Future
Technical side
People side
Designed
Developed
Delivered
Solution is:
Embraced
Adopted
Used

5. 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
5

6. Copyright Prosci 2015. All rights reserved.
If we do not support and equip
individual transitions,
then our future state looks nothing
like the future state we expected
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
6

7. Copyright Prosci 2015. All rights reserved.
= lower ROI
= less benefit realization
= unachieved improvement
= not what we expected/hoped for
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
7

8. Copyright Prosci 2015. All rights reserved.
So, the “Who” Question Remains:
Who plays a role in employees:
embracing…
adopting…
using…
8
a change so that
project results and
outcomes are achieved
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




9. Copyright Prosci 2015. All rights reserved.
A Whole System Supports Employee
Adoption and Usage
9
Execs &
Senior Leaders
Front-Line
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
Organization Structure Change Structure
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

10. Copyright Prosci 2015. All rights reserved.
“I coach my direct reports through the changes that
impact their day-to-day work.”
“I manage the technical side of the change. I integrate
change management into my project plans.”
“I support different activities of the change
management team and project team.”
“We own the change management methodology and
support its implementation in the organization.”
“I launch (authorize and fund) changes.”
“I sponsor change.”
“I develop the change management strategy and
plans. I am an integral part of project success.”
Change Management Cast of Characters
10
Played by: Their “line”:
Change mgmt
resource/team
Executives and
senior managers
Middle managers and
front-line supervisors
Project team
Project SMEs
and support
* Change management
group, dept or office

11. Copyright Prosci 2015. All rights reserved.
“I develop the change management strategy and
plans. I am an integral part of project success.”
“I launch (authorize and fund) changes.”
“I sponsor change.”
“I coach my direct reports through the changes that
impact their day-to-day work.”
“I manage the technical side of the change. I integrate
change management into my project plans.”
“I support different activities of the change
management team and project team.”
“We own the change management methodology and
support its implementation in the organization.”
“I feel like I’m on an island here – people expect me to
do everything and have all the answers.”
“I gave you funding and signed the charter – now go
make it happen!”
“I feel like I’m the direct target for some of these
changes, and I wish I knew what was going on.”
“My focus is just the ‘technical’ side. Once I flip the
switch, I’m moving on to the next project.”
“I get called in on projects and given one little task,
but I’m not sure how I fit in to the overall picture.”
“I don’t even exist yet.”
The Unfortunate Reality
11
Played by: Their “line”:
Change mgmt
resource/team
Executives and
senior managers
Middle managers and
front-line supervisors
Project team
Project SMEs
and support
* Change management
group, dept or office

12. Copyright Prosci 2015. All rights reserved.
One-to-many interactions
One-to-one interactions
Observable behaviors
The “face” and “voice” of change
Employee-Facing and Enabling Roles
12
Employee-Facing Roles Enabling Roles
Creation and implementation
of plans that are executed by
the employee-facing roles
Execs &
Senior Leaders
Front-Line
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support

13. Copyright Prosci 2015. All rights reserved.
Role by Role
13
Why are they
important?
What is their
role?
How do they support
adoption and usage
Execs &
Senior Leaders
Front-Line
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support

14. Copyright Prosci 2015. All rights reserved.
Executives and Senior Managers
Why Are They Important
14
1. Direction
2. Guidance
3. Commitment
4. Leadership
… drive employee adoption and
usage of change through …
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors

15. Copyright Prosci 2015. All rights reserved.
Executives and Senior Managers
Why Are They Important
15
2013 study
#1 contributor to success
in all of Prosci’s studies:
2011
2009
2007
2005
2003
2000
1998
0%
30%
60%
90%
Very
ineffective
sponsor
Ineffective
sponsor
Moderately
effective
sponsor
Extremely
effective
sponsor
Percent of respondents that
met or exceeded objectives
correlated to sponsor effectiveness

16. Copyright Prosci 2015. All rights reserved.
Executives and Senior Managers
What Is Their Role
16
ABCs of Sponsorship
#1 Active and visible participation throughout the project
#2 Build a coalition of sponsorship
#3 Communicate directly with employees
It’s not just signing checks and charters
Role of CM practitioner is to
provide guidance and focus

17. Copyright Prosci 2015. All rights reserved.
Executives and Senior Managers
A Final Observation
17
Over 50% of study participants reported that their
sponsors had less than an adequate understanding
of their roles and responsibilities as a sponsor
Finding on how to ensure
effective sponsorship:
Provide behind-the-scenes
guidance, direction and coaching
Make it as easy for them as
possible to be a great sponsor
0% 10% 20% 30% 40%
No understanding
Slight understanding
Some understanding
Adequate understanding
Complete understanding
58%

18. Copyright Prosci 2015. All rights reserved.
Middle Managers and Supervisors
Why Are They Important
18
… drive employee adoption and
usage of change through …
Providing the one-on-one,
direct support to employees
impacted by the change
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors

19. Copyright Prosci 2015. All rights reserved.
Middle Managers and Supervisors
Why Are They Important
19
Macro – top-down changes
Executives and senior leaders
Front-line employees
Middle managers and supervisors
Micro – daily changes
Executives and senior leaders
Front-line employees
Middle managers and supervisors
Proximity
All types
of change
Keep operations going
Copyright © Prosci and Bill Cigliano

20. Copyright Prosci 2015. All rights reserved.
Middle Managers and Supervisors
What Is Their Role
20
Role 1 – Communicator
Role 2 – Advocate
Role 3 – Coach
Role 4 – Resistance manager
Role 5 – Liaison

21. Copyright Prosci 2015. All rights reserved.
Middle Managers and Supervisors
A Final Observation
Middle managers and supervisors can be
“caught the middle” in times of change
21
Recipients of change
AND
Agents of change
Recipients of change
AND
Agents of change

22. Copyright Prosci 2015. All rights reserved.
Execs &
Senior Leaders
Middle Managers
& Supervisors
Which supervisors, middle managers, senior
leaders and executives do you need on your “roster”?
22
Answer determined by:
Which employees have to embrace, adopt and use
the change introduced by the project or initiative?

23. Copyright Prosci 2015. All rights reserved.
Change Management Resource
Why Are They Important
23
Change
management
resource/team
1. Structure
2. Purpose
3. Focus
4. Support
Current Transition Future
Technical side (PM)
People side (CM)
… drive employee adoption and
usage of change through …

24. Copyright Prosci 2015. All rights reserved.
• Increased likelihood of
project success
• Reduced cost and risk
• Faster speed of adoption,
higher ultimate utilization,
greater proficiency
• Increased likelihood of
project success
• Reduced cost and risk
• Faster speed of adoption,
higher ultimate utilization,
greater proficiency
Change Management Resource
Why Are They Important
24
Dedicated resourcesDedicated resources
Better change managementBetter change management
28%
63%
0%
20%
40%
60%
80%
“Good” or “Excellent”
Change Management
With a dedicated resource
Without a dedicated resource

25. Copyright Prosci 2015. All rights reserved.
Change Management Resource
What Is Their Role
25
Phase 1 – Preparing for change
• Conduct readiness assessments
• Formulate strategy
• Evaluate sponsor coalition
and team resource needs
• Identify unique risks, anticipated
resistance and special tactics
Phase 2 – Managing change
• Create plans
• Communication
• Sponsorship
• Coaching
• Training
• Resistance mgmt
• Integrate and implement
change management plans
Phase 3 – Reinforcing change
• Collect feedback
• Identify and fix problems
• Celebrate successes
• Transition
Apply a structured
approach

26. Copyright Prosci 2015. All rights reserved.
Execs &
Senior Leaders
Front-Line
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
Enable others…
Change Management Resource
What Is Their Role
26
Enable managers
and supervisors
Effectively coach their employees
through transitions
Enable executives
and senior leaders
Effectively fulfill their role as
“change sponsor”
Enable project teams
Make the bridge between implementing a
solution and realizing benefits

27. Copyright Prosci 2015. All rights reserved.
Design the solutionDesign the solution
Project Team
Why Are They Important
27
Current Transition Future
Technical side (PM)
People side (CM)
Develop the solutionDevelop the solution
Deliver the solutionDeliver the solution
• Manage the tasks and activities for the technical side
• Define what “to adopt and use” means via solution

28. Copyright Prosci 2015. All rights reserved.
Project Team
What Is Their Role
1. Design the actual change
2. Manage the ‘technical side’
• Charter, business case, schedule,
resources, work breakdown
structure, budget, etc.
3. Engage with change
management team/resource
4. Integrate change management
plans into project plan
28
PM
CM

29. Copyright Prosci 2015. All rights reserved.
Project SMEs and Support
• Examples
– Human Resources (HR)
– Organization Development (OD)
– Training specialists
– Communication specialists
– Lean, Six Sigma, CPI
• Bring specific experience,
knowledge, tools and
expertise to the project
• Key pieces of the
“technical” and the
“people” puzzles
29
Sometimes act as the change
management resource
Sometimes act as the change
management resource

30. Copyright Prosci 2015. All rights reserved.
Project SMEs and Support
New 2015 research data on key complementary roles
30
HR Business Partners
Organization
Development Communications
ConsultantsInternal
Change Agent Networks
Business
Analysts

31. Copyright Prosci 2015. All rights reserved.
What it might do?
Where it might reside?
The CMO
Change Management Office,
Group, Department, etc.
Emerging entity in some organizations
31
What it might do?
• Own and maintain the
methodology
• Own and maintain the tools
• Own the curriculum
• Maintain a community
• Coach executives, sponsors,
managers and supervisors
• Provide resources (people) on
specific projects
• Provide consultative support to
other team members doing the
change management
Where it might reside?
• Project Management Office (PMO)
• Human Resources (HR)
• IT (Information Technology)
• Corporate, Shared Services
• Organization Development (OD)
• Strategy, Transformation, Planning
• Operations, Within BUs
• Independent

32. Copyright Prosci 2015. All rights reserved.
The CMO
Change Management Office,
Group, Department, etc.
32
2013 data
2011
36%
2013
38%





Level 5
Organizational competency
77%
Level 4
Organizational standards
56%
Level 3
Multiple projects
45%
Level 2
Isolated projects
29%
Level 1
Ad hoc or absent
15%
Organization has CMO
(dedicated functional group)
77% had it in one place
16% had it in two places
7% had it in more than two

33. Copyright Prosci 2015. All rights reserved.
Execs &
Senior Leaders
Front-Line
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
The Final Step: Building
Organizational Capability
33
As a capability:
Specific roles and
responsibilities
To encourage
adoption and usage
So results and
outcomes are achieved
Individual
competencies
Applied on any
and all changes
To create
organizational agility
On a project:
Enterprise Change
Management
Change
Management
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support

34. Copyright Prosci 2015. All rights reserved.
Execs &
Senior Leaders
Front-Line
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
How Do You Get Each Group to
Fulfill Their Role?
• Each role is experiencing a change
when they being fulfilling their
role in successful change.
• What can we do to ensure each
group is effective in their role in
supporting adoption and usage?
• Apply change management!
34

35. Copyright Prosci 2015. All rights reserved.
Change Management Takes
Change Management
35
Applying the Prosci®
ADKAR®
Model to the change “doing change management”
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

36. Copyright Prosci 2015. All rights reserved.
Conclusion:
Roles and Responsibilities Drive Outcomes
36
On a project,
each role must
do its part
So that impacted
employees embrace,
adopt and use the change
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
So that project results and
outcomes are achieved
Execs &
Senior Leaders
Front-Line
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
Email:
solutions@prosci.com

37. Copyright Prosci 2015. All rights reserved.
Role Responsibilities
Change management
resource/teams
Apply methodology on
projects and initiatives
Enable others
Executives and
senior managers
Fulfill ABCs of
effective sponsorship
Middle managers
and supervisors
Fulfill 5 roles in support
of direct reports
Project team
Integrate people side
into technical side
Project SMEs
and support
Provide expertise,
knowledge and tools
Impacted employees
Thrive and take
ownership of change
37
Prosci’sTrain-the-TrainerProgram
Sitelicenses
EnterpriseChangeManagement
Role Responsibilities Prosci resources
Change management
resource/teams
Apply methodology on
projects and initiatives
Enable others
3-day certification program
Change Management Toolkit
Pilot Professional
Benchmarking report
Executives and
senior managers
Fulfill ABCs of
effective sponsorship
4 to 6 hour sponsor program
Middle managers
and supervisors
Fulfill 5 roles in support
of direct reports
1-day coaching program
Manager Toolkit
Project team
Integrate people side
into technical side
3-day certification program
Benchmarking report
Project SMEs
and support
Provide expertise,
knowledge and tools
3-day certification program
Benchmarking report
Impacted employees
Thrive and take
ownership of change
1-day employee program
Survival Guide
Prosci Solutions for Building
Individual Competencies
Role-based
Research-based
ADKAR-based

38. Copyright Prosci 2015. All rights reserved.
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