The Changing Landscape of Change Management - Prosci

Copyright Prosci 2014. All rights reserved. www.prosci.com
Prosci Change Management
The Changing Landscape
of Change Management
ACMP DC
June 12, 2014
Tim Creasey
Prosci
Chief Development Officer
tcreasey@prosci.com
208-333-7777
www.linkedin.com/in/timcreasey/
@timcreasey

Change Management Timeline
Pre-1990
1990s
2000s
Coming
up

Pre-1990
1990s
2000s
?
Coming
up

Pre-1990
1990s
2000s
Pre-1990 1990s 2000s Coming Up?
?
Coming
up

Arnold
Van Gennep
(1909)
Kurt
Lewin
(1951)
William
Bridges
(1979)
Richard
Beckhard
(1969)
foundations

Arnold
Van Gennep
(1909)
Kurt
Lewin
(1951)
William
Bridges
(1979)
Richard
Beckhard
(1969)
foundations
Rites of passage:
Separation
Liminal
Reincorporation

Arnold
Van Gennep
(1909)
Kurt
Lewin
(1951)
William
Bridges
(1979)
Richard
Beckhard
(1969)
foundations
Unfreeze
Move
Refreeze
Force Fields

Arnold
Van Gennep
(1909)
Kurt
Lewin
(1951)
William
Bridges
(1979)
Richard
Beckhard
(1969)
foundations
Father of
Organization
Development

Arnold
Van Gennep
(1909)
Kurt
Lewin
(1951)
William
Bridges
(1979)
Richard
Beckhard
(1969)
foundations
Ending
Neutral
New Beginning

on the radar

on the radar
Change Acceleration Process (CAP)
Early 1990s

on the radar
Daryl
Conner
(1992)
Early 1990s

on the radar
Daryl
Conner
(1992)
Todd
Jick
(1993)
Early 1990s

on the radar
Daryl
Conner
(1992)
Todd
Jick
(1993)
Jeanenne
LaMarsh
(1995)
Early 1990s

on the radar
Daryl
Conner
(1992)
Todd
Jick
(1993)
Jeanenne
LaMarsh
(1995)
John
Kotter
(1996)
Early 1990s

on the radar
Daryl
Conner
(1992)
Todd
Jick
(1993)
Jeanenne
LaMarsh
(1995)
John
Kotter
(1996)
Spencer
Johnson
M.D.
(1998)
Early 1990s

Copyright Prosci 2014. All rights reserved. www.prosci.com27
Discussion:
Thoughts on why change
management emerged on
the radar in the 1990s
on the radar
Daryl
Conner
(1992)
Todd
Jick
(1993)
Jeanenne
LaMarsh
(1995)
John
Kotter
(1996)
Spencer
Johnson
M.D.
(1998)

formalization
Processes and tools:
Organizational functions:
Positions and job roles:

formalization
34%
55% 58% 60%
72%
79%
'03 '05 '07 '09 '11 '13
Percent of participants using a
structured approach

formalization
34%
55% 58% 60%
72%
79%
'03 '05 '07 '09 '11 '13
Percent of participants using a
structured approach
35%
Provider/Thought-Leader (Prosci)
7%
Provider/Thought-Leader (Other)
28%
Combo/Hybrid/Mixture
18%
Internally Developed
12%
Consultant Provided

formalization

formalization
Director, Change Management
Change Management Specialist
Change Analyst
Change Manager
Change Management Consultant
Change Management Analyst
Manager – Organizational Change Management
H E L L O
my JOB is

formalization
Director, Change Management
Change Management Specialist
Change Analyst
Change Manager
Change Management Consultant
Change Management Analyst
Manager – Organizational Change Management
H E L L O
my JOB is
2011 2013
43% 52%
< 1 year 1 to 3 years 3 to 6 years > 6 years
20% 37% 25% 17%
Organization has CM job roles

formalization
22% 21%
14% 14%
12%
10%
7%
0%
10%
20%
PMO HR IT Ops/
Bus
Corp/
Shared
OD Ind.

formalization
 2011
36%
2013
38%
Organization has CMO
(dedicated functional group)

formalization
Where to put it? + O -
Cross-organizational reach
Access to projects/changes (early)
Alignment with purpose
Reputation, credibility, respect
Aligned to direction and culture
Proximity to executives
*Supportive sponsor
 2011
36%
2013
38%
Organization has CMO
(dedicated functional group)

formalization
21%
18%
14%
10% 10% 9%
6% 3%
0%
10%
20%
PMO HR IT Corp/
Shared
OD Strat/
Transf
Ops/
BUs
Exec
report

formalization
BONUS:
Formalization
of profession

formalization
BONUS:
Formalization
of profession
2009
2011
2014+

formalization
BONUS:
Formalization
of profession
Chapters Conferences
Standards and
Certification
2009
2011
2014+

formalization
BONUS:
Formalization
of profession
Standards and
Certification
2009
2011
2014+
Standards and
Certification

formalization
BONUS:
Formalization
of profession
Standards and
Certification
2009
2011
2014+
Standards and
Certification
Standards and
Certification

1. Awareness of need
2. Broader application
3. Leadership support
4. More CMOs
5. Increased use of methodology
6. Emphasis on plans
7. Focus on individual
8. Need to manage portfolio
9. Engagement with PM
Internal Trends:
Next two years
1. Maturation of the practices
2. Internal capability building
3. Expansion as profession
4. Acceptance
5. Integration with PM
6. Greater application
External Trends:
Next five years

The Landscape
I’m seeing

The Landscape
I’m seeing
Increased
application

The Landscape
I’m seeing
Increased
application
Maturation of the
practice and profession
+

The Landscape
I’m seeing
Increased
application
Maturation of the
Increased internal
capabilities
+
+

The Landscape
I’m seeing
Increased
application
Maturation of the
Increased internal
capabilities
+
+
Changing role of
the CM SME

The Landscape
I’m seeing
Increased
application
Maturation of the
Increased internal
capabilities
+
+
More types
of projects

The Landscape
I’m seeing
Increased
application
Maturation of the
Increased internal
capabilities
+
+
More types
of projects
More parts of
the organization

The Landscape
I’m seeing
Increased
application
Maturation of the
Increased internal
capabilities
+
+
More types
of projects
More parts of
the organization
More
organizations

The Landscape
I’m seeing
Increased
application
Maturation of the
Increased internal
capabilities
+
+
Sophistication
toward simplification

The Landscape
I’m seeing
Increased
application
Maturation of the
Increased internal
capabilities
+
+
Sophistication
Inclusion of new
“technologies”

The Landscape
I’m seeing
Increased
application
Maturation of the
Increased internal
capabilities
+
+
Sophistication
Inclusion of new
“technologies”
Standards and
certification

The Landscape
I’m seeing
Increased application
Increased internal
capabilities
+
+
Maturation of the

The Landscape
I’m seeing
Increased internal
capabilities
+
+
Hardwiring into
change processes
Maturation of the

The Landscape
I’m seeing
Increased internal
capabilities
+
+
Hardwiring into
change processes
Standard work
stream for any change
Maturation of the

The Landscape
I’m seeing
Increased internal
capabilities
+
+
Hardwiring into
change processes
Standard work
stream for any change
Growing individual
skills throughout
Maturation of the

The Landscape
I’m seeing
Changing role of
the CM SME

The Landscape
I’m seeing
Changing role of
the CM SME
“Democratization” of
change management

The Landscape
I’m seeing
Changing role of
the CM SME
change management
Enabling others
through coaching and
consultative support

The Landscape
I’m seeing
Changing role of
the CM SME
change management
Enabling others
through coaching and
consultative support
Continued shift from
“what we do”
to “what we deliver”

The Landscape
I’m seeing
70
Change Management + Project Management

The Landscape
I’m seeing
71
Couldn’t
get the time
of day
2000s

The Landscape
I’m seeing
72
Couldn’t
get the time
of day
Heightened
awareness,
acknowledgement,
interest
2000s 2010s

The Landscape
I’m seeing
73
PMI
®
Couldn’t
get the time
of day
Heightened
awareness,
acknowledgement,
interest
2000s 2010s 2013

The Landscape
I’m seeing
74
PMI
®
?
Couldn’t
get the time
of day
Heightened
awareness,
acknowledgement,
interest
Converge
Cannibalize
2000s 2010s 2013 2014+

The Landscape
I’m seeing
Change Management + Organization Development

The Landscape
I’m seeing
?

The Landscape
I’m seeing
Definition
Purpose
Scope
Objectives
Approach
“Unit of change”
Role in solution design
Tools used in action
Treatment of culture
Relationship with PM
Org structure/Job roles
?

?Pre-1990
1990s
2000s
Coming
up
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The Changing Landscape of Change Management - Prosci

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