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Copyright Prosci 2015. All rights reserved.
Evolution and the Future
of Change Management
www.prosci.com | +1-970-203-9332...
Copyright Prosci 2015. All rights reserved.
Bigger
Change
Copyright Prosci 2015. All rights reserved.
Faster
Change
Copyright Prosci 2015. All rights reserved.
More
Complex
Change
Copyright Prosci 2015. All rights reserved.
More
Cross
Functional
Copyright Prosci 2015. All rights reserved.
V.U.C.A. World
Copyright Prosci 2015. All rights reserved.
The achievements
of an organization
are the results of
the combined
effort of ...
Copyright Prosci 2015. All rights reserved.
M T W R F
An email on Monday
for training on Tuesday
for “go live” on Wednesda...
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...
Copyright Prosci 2015. All rights reserved.
If we do not support and equip
individual transitions,
then our future state l...
Copyright Prosci 2015. All rights reserved.
= lower ROI
= less benefit realization
= unachieved improvement
= not what we ...
Copyright Prosci 2015. All rights reserved.
Employee adoption and usage
of change has a
direct and concrete impact
on achi...
Copyright Prosci 2015. All rights reserved.
Aspects of a
person’s job
you can impact
Processes
Systems
Tools
Job
roles
Cri...
Copyright Prosci 2015. All rights reserved.
Even within complex systems,
the individual is the unit of change
Family
Netwo...
Copyright Prosci 2015. All rights reserved.
Copyright Prosci 2015. All rights reserved.
Change management is
Applying structure, intent and rigor –
not leaving succes...
Copyright Prosci 2015. All rights reserved.
Poll Everywhere Placeholder
In seven or fewer words, define change management
Copyright Prosci 2015. All rights reserved.
Change management:
CHānj ‘manijmǝnt
Catalyzing
individual transitions
to deliv...
Copyright Prosci 2015. All rights reserved.
Pre-1990
1990s
2000s
Coming
up
Eras of change management
changing landscape
re...
Copyright Prosci 2015. All rights reserved.
Poll Everywhere Placeholder
How long have you been involved in the formal
disc...
Copyright Prosci 2015. All rights reserved.
Poll Everywhere Placeholder
How long have you been “doing” change management
Copyright Prosci 2015. All rights reserved.
Richard
Beckhard
(1969)
Pre-1990 1990s 2000s Coming up
Arnold
Van Gennep
(1909...
Copyright Prosci 2015. All rights reserved.
Change Acceleration Process (CAP)
Pre-1990 1990s 2000s Coming up
On the radar:...
Copyright Prosci 2015. All rights reserved.
Pre-1990 1990s 2000s Coming up
Formalization:
Evolution of structure
and rigor...
Copyright Prosci 2015. All rights reserved.
Pre-1990 1990s 2000s Coming up
Prosci Change Management Methodology
Formalizat...
Copyright Prosci 2015. All rights reserved.
Pre-1990 1990s 2000s Coming up
Positions and job roles:
formalization of
Direc...
Copyright Prosci 2015. All rights reserved.
Poll Everywhere Placeholder
Do you have a formal change management job?
(Yes, ...
Copyright Prosci 2015. All rights reserved.
Pre-1990 1990s 2000s Coming up
2011 2013
43% 52%
< 1 year 1 to 3 years 3 to 6 ...
Copyright Prosci 2015. All rights reserved.
Pre-1990 1990s 2000s Coming up
 21%
PMO
18%
HR
14%
IT
10%
Corp,
Sh...
Copyright Prosci 2015. All rights reserved.
Internal Trends:
Next two years
External Trends:
Next five years
Pre-1990 1990...
Copyright Prosci 2015. All rights reserved.
Increased
application
Maturation of the
practice and profession
Increased inte...
Copyright Prosci 2015. All rights reserved.
Democratization of CM
δημοκρατία (dēmokratía)
rule of the people
Copyright Prosci 2015. All rights reserved.
Democratization of CM
δημοκρατία (dēmokratía)
rule of the people
Democratizati...
Copyright Prosci 2015. All rights reserved.
What exactly are we
“taking to the people” when we
democratize change manageme...
Copyright Prosci 2015. All rights reserved.
What exactly are we
“taking to the people” when we
democratize change manageme...
Copyright Prosci 2015. All rights reserved.
We are democratizing the ability to
capture people-dependent results
Requireme...
Copyright Prosci 2015. All rights reserved.
For your project, estimate the percent of
overall results and outcomes that de...
Copyright Prosci 2015. All rights reserved.
Gartner BPM Summit
Dec 12, 2014
Prosci Webinar
Feb 11, 2015
For your project, ...
Copyright Prosci 2015. All rights reserved.
How much are you investing (budget, people, energy) in
driving and supporting ...
Copyright Prosci 2015. All rights reserved.
Now, think about your portfolio of engagements:
Engagement
dependent on
adopti...
Copyright Prosci 2015. All rights reserved.
Priority is
a function
of context.
Stephen R. Covey
Copyright Prosci 2015. All rights reserved.
We are democratizing:
Mitigating mission critical risk
Copyright Prosci 2015. All rights reserved.
16%
46%
77%
96%
0%
100%
Poor Fair Good Excellent
Change Management Effectivene...
Copyright Prosci 2015. All rights reserved.
If we can support and enable
each impacted employee through
their own individu...
Copyright Prosci 2015. All rights reserved.
What we ARE
democratizing:
What we ARE NOT
democratizing:
Catalyzing
individua...
Copyright Prosci 2015. All rights reserved.
WHY
HOW
YOU?
Democratization of CM
Copyright Prosci 2015. All rights reserved.
Democratization of CM WHY
Copyright Prosci 2015. All rights reserved.
Democratization of CM WHY
Demand Side
Pull
Copyright Prosci 2015. All rights reserved.
Democratization of CM WHY
“out-changing”
as a competitive
advantage
Copyright Prosci 2015. All rights reserved.
Democratization of CM WHY
“It takes
a village”
Copyright Prosci 2015. All rights reserved.
Democratization of CM WHY
Simplicity
is the ultimate
sophistication.
Leonardo ...
Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW
Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW
“I’d like three orders of
change agility from
page 1...
Copyright Prosci 2015. All rights reserved.
Poll Everywhere Placeholder
On a scale of 1 (not at all) to 10 (obsessively), ...
Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW
CM
Build
Individual
Competencies
Integrate into
Chan...
Copyright Prosci 2015. All rights reserved.
Design solutions
with adoption
and usage in mind
Democratization of CM HOW
Exe...
Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW
Execs &
Senior Leaders
Front-Line
Associates
Middle ...
Copyright Prosci 2015. All rights reserved.
Initiate Plan Design Develop Deploy Sustain
Democratization of CM HOW
Project/...
Copyright Prosci 2015. All rights reserved.
Initiate Plan Design Develop Deploy Sustain
Democratization of CM HOW
Requirem...
Copyright Prosci 2015. All rights reserved.
Initiate Plan Design Develop Deploy
“Go Live”Kick off
Phase 3:
Reinforcing
Cha...
Copyright Prosci 2015. All rights reserved.
Initiate Plan Design Develop Deploy
“Go Live”Kick off
Phase 2:
Plans
General
P...
Copyright Prosci 2015. All rights reserved.
Initiate Plan Design Develop Deploy
A D K A RAK AKAccounting
Democratization o...
Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW
Initiate Plan Design Develop Deploy
1
A D RProgram
P...
Copyright Prosci 2015. All rights reserved.
Initiate Plan Design Develop Deploy Sustain
Project
Health
Change
Scorecard
Be...
Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW
Project A
Program B
Initiative C
D
E
F
G
H
I
J
K
L
M
Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW
Making great change management
the expectation,
not ...
Copyright Prosci 2015. All rights reserved.
Democratization of CM
What does it
mean to YOU?
Copyright Prosci 2015. All rights reserved.
Subject Matter Expert
Maven
Enabler
Democratization
Architect
Equipper
Coach
D...
Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
You are the conductor
Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
You are the coach
Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
You help put the pieces together
Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
You create the guardrails
Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
Change agility takes more than
chatter, want to and...
Copyright Prosci 2015. All rights reserved.
Enterprise Change Capability
“Structure and Intent”
Change Management
Democrat...
Copyright Prosci 2015. All rights reserved.
Poll Everywhere Placeholder
Keywords that describe the function of your change...
Copyright Prosci 2015. All rights reserved.
Poll Everywhere Placeholder
Keywords that describe the function of your change...
Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
The pendulum will
swing on your role
Copyright Prosci 2015. All rights reserved.
Pre-1990
1990s
2000s
Coming
up
Eras of change management
Democratization
of CM
Copyright Prosci 2015. All rights reserved.
Poll Everywhere Placeholder
Submit your email address for follow up
(it won’t ...
Copyright Prosci 2015. All rights reserved.
Contact Prosci (solutions@prosci.com) or
Being Human (info@beinghuman.com.au)
...
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Democratization of Change Management Prosci CMI 4 June 2015

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A presentation by Tim Creasey, Prosci Chief Development Officer, for CMI on 4 June 2015 in Sydney on the Evolution, Future and Democratization of Change Management.

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Democratization of Change Management Prosci CMI 4 June 2015

  1. 1. Copyright Prosci 2015. All rights reserved. Evolution and the Future of Change Management www.prosci.com | +1-970-203-9332 Prosci ® Tim Creasey, Chief Development Officer tcreasey@prosci.com @timcreasey www.linkedin.com/in/timcreasey/ Research | Methodology | Training | Advisory Services 4 June 2015 v83
  2. 2. Copyright Prosci 2015. All rights reserved. Bigger Change
  3. 3. Copyright Prosci 2015. All rights reserved. Faster Change
  4. 4. Copyright Prosci 2015. All rights reserved. More Complex Change
  5. 5. Copyright Prosci 2015. All rights reserved. More Cross Functional
  6. 6. Copyright Prosci 2015. All rights reserved. V.U.C.A. World
  7. 7. Copyright Prosci 2015. All rights reserved. The achievements of an organization are the results of the combined effort of each individual. Vince Lombardi
  8. 8. Copyright Prosci 2015. All rights reserved. M T W R F An email on Monday for training on Tuesday for “go live” on Wednesday is NOT the way to prepare and equip individuals to successfully change
  9. 9. 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
  10. 10. 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
  11. 11. 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
  12. 12. Copyright Prosci 2015. All rights reserved. Employee adoption and usage of change has a direct and concrete impact on achieving expected results and outcomes
  13. 13. Copyright Prosci 2015. All rights reserved. Aspects of a person’s job you can impact Processes Systems Tools Job roles Critical behaviors Mindset/ Attitudes/ Beliefs Reporting structure Performance reviews Compensation Location Aspects of a person’s job your change can impact
  14. 14. Copyright Prosci 2015. All rights reserved. Even within complex systems, the individual is the unit of change Family Networks Communities Geographies Demography-s Countries Teams Workgroups Departments Functions Enterprise Industry
  15. 15. Copyright Prosci 2015. All rights reserved.
  16. 16. Copyright Prosci 2015. All rights reserved. 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
  17. 17. Copyright Prosci 2015. All rights reserved. Poll Everywhere Placeholder In seven or fewer words, define change management
  18. 18. Copyright Prosci 2015. All rights reserved. Change management: CHānj ‘manijmǝnt Catalyzing individual transitions to deliver organizational results
  19. 19. Copyright Prosci 2015. All rights reserved. Pre-1990 1990s 2000s Coming up Eras of change management changing landscape research trends innovators/early adopters democratization
  20. 20. Copyright Prosci 2015. All rights reserved. Poll Everywhere Placeholder How long have you been involved in the formal discipline of change management?
  21. 21. Copyright Prosci 2015. All rights reserved. Poll Everywhere Placeholder How long have you been “doing” change management
  22. 22. Copyright Prosci 2015. All rights reserved. Richard Beckhard (1969) Pre-1990 1990s 2000s Coming up Arnold Van Gennep (1909) Kurt Lewin (1951) William Bridges (1979) Foundations: Understanding human systems and how we experience change
  23. 23. Copyright Prosci 2015. All rights reserved. Change Acceleration Process (CAP) Pre-1990 1990s 2000s Coming up On the radar: Change management enters the business vernacular Daryl Conner (1992) Todd Jick (1993) Jeanenne LaMarsh (1995) John Kotter (1996) Spencer Johnson, M.D. (1998)
  24. 24. Copyright Prosci 2015. All rights reserved. Pre-1990 1990s 2000s Coming up Formalization: Evolution of structure and rigor in change management Processes and tools formalization of Organizational functions Positions and job roles
  25. 25. Copyright Prosci 2015. All rights reserved. Pre-1990 1990s 2000s Coming up Prosci Change Management Methodology Formalization: Processes and tools Positions and job roles Organizational functions 34% 55% 58% 60% 72% 79% '03 '05 '07 '09 '11 '13
  26. 26. Copyright Prosci 2015. All rights reserved. Pre-1990 1990s 2000s Coming up Positions and job roles: formalization of 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: Processes and tools Positions and job roles Organizational functions
  27. 27. Copyright Prosci 2015. All rights reserved. Poll Everywhere Placeholder Do you have a formal change management job? (Yes, No, Sort of)
  28. 28. Copyright Prosci 2015. All rights reserved. Pre-1990 1990s 2000s Coming up 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 24,582 results Formalization: Processes and tools Positions and job roles Organizational functions 65%
  29. 29. Copyright Prosci 2015. All rights reserved. Pre-1990 1990s 2000s Coming up  21% PMO 18% HR 14% IT 10% Corp, Shared Services    10% OD 9% Strategy, Transformation, Planning 6% Operations, Within Bus 3% Exec, C-Level report 2011 36% 2013 38% Organization has CMO (dedicated functional group) Formalization: Processes and tools Positions and job roles Organizational functions 40%
  30. 30. Copyright Prosci 2015. All rights reserved. Internal Trends: Next two years External Trends: Next five years Pre-1990 1990s 2000s Coming up 1. Maturation of the practices 2. Internal capability building 3. Expansion as profession 4. Acceptance 5. Integration with PM 6. Greater application 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
  31. 31. Copyright Prosci 2015. All rights reserved. Increased application Maturation of the practice and profession Increased internal capabilities + + Pre-1990 1990s 2000s Coming up Democratization of CM
  32. 32. Copyright Prosci 2015. All rights reserved. Democratization of CM δημοκρατία (dēmokratía) rule of the people
  33. 33. Copyright Prosci 2015. All rights reserved. Democratization of CM δημοκρατία (dēmokratía) rule of the people Democratization of change management taking change management to the people
  34. 34. Copyright Prosci 2015. All rights reserved. What exactly are we “taking to the people” when we democratize change management?
  35. 35. Copyright Prosci 2015. All rights reserved. What exactly are we “taking to the people” when we democratize change management? Catalyzing individual transitions to deliver organizational results
  36. 36. Copyright Prosci 2015. All rights reserved. We are democratizing the ability to capture people-dependent results Requirements Results Outputs Outcomes Specifications Sustainment Installation Realization Solutions Benefits
  37. 37. Copyright Prosci 2015. All rights reserved. For your project, estimate the percent of overall results and outcomes that depend on employee adoption and usage:
  38. 38. Copyright Prosci 2015. All rights reserved. Gartner BPM Summit Dec 12, 2014 Prosci Webinar Feb 11, 2015 For your project, estimate the percent of overall results and outcomes that depend on employee adoption and usage:
  39. 39. Copyright Prosci 2015. All rights reserved. How much are you investing (budget, people, energy) in driving and supporting employee adoption and usage: depends on adoption and usage invested in adoption and usage For your project, estimate the percent of overall results and outcomes that depend on employee adoption and usage:
  40. 40. Copyright Prosci 2015. All rights reserved. Now, think about your portfolio of engagements: Engagement dependent on adoption and usage invested in adoption and usage
  41. 41. Copyright Prosci 2015. All rights reserved. Priority is a function of context. Stephen R. Covey
  42. 42. Copyright Prosci 2015. All rights reserved. We are democratizing: Mitigating mission critical risk
  43. 43. Copyright Prosci 2015. All rights reserved. 16% 46% 77% 96% 0% 100% Poor Fair Good Excellent Change Management Effectiveness Percent who met or exceeded objectives We are democratizing: Increasing likelihood of success 6x
  44. 44. Copyright Prosci 2015. All rights reserved. If we can support and enable each impacted employee through their own individual transitions, we create successful change: At the individual level At the project level At the program level At the organizational level
  45. 45. Copyright Prosci 2015. All rights reserved. What we ARE democratizing: What we ARE NOT democratizing: Catalyzing individual transitions to deliver organizational results Coercing change Manipulating employees Forcing change Managing the unmanageable Stakeholder Analyses Risk Assessments Communication Plans Training Plans
  46. 46. Copyright Prosci 2015. All rights reserved. WHY HOW YOU? Democratization of CM
  47. 47. Copyright Prosci 2015. All rights reserved. Democratization of CM WHY
  48. 48. Copyright Prosci 2015. All rights reserved. Democratization of CM WHY Demand Side Pull
  49. 49. Copyright Prosci 2015. All rights reserved. Democratization of CM WHY “out-changing” as a competitive advantage
  50. 50. Copyright Prosci 2015. All rights reserved. Democratization of CM WHY “It takes a village”
  51. 51. Copyright Prosci 2015. All rights reserved. Democratization of CM WHY Simplicity is the ultimate sophistication. Leonardo da Vinci
  52. 52. Copyright Prosci 2015. All rights reserved. Democratization of CM HOW
  53. 53. Copyright Prosci 2015. All rights reserved. Democratization of CM HOW “I’d like three orders of change agility from page 145, please.”
  54. 54. Copyright Prosci 2015. All rights reserved. Poll Everywhere Placeholder On a scale of 1 (not at all) to 10 (obsessively), what is the focus on “change agility” in your organization?
  55. 55. Copyright Prosci 2015. All rights reserved. Democratization of CM HOW CM Build Individual Competencies Integrate into Changes, Projects and Programs Initiate Plan Design Develop Deploy 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 General Project Lifecycle Individual Change Journey Milestones Organizational Change Mgmt Activities Major events Prosci® ADKAR ® Model Prosci® 3-Phase Process Execs & Senior Leaders Front-Line Associates Middle Managers & Supervisors
  56. 56. Copyright Prosci 2015. All rights reserved. Design solutions with adoption and usage in mind Democratization of CM HOW Execs & Senior Leaders Front-Line Associates Middle Managers & Supervisors Internalize ABC of sponsors Internalize CLARC role in change Expect and Thrive in Change
  57. 57. Copyright Prosci 2015. All rights reserved. Democratization of CM HOW Execs & Senior Leaders Front-Line Associates Middle Managers & Supervisors Hiring On-boarding Training Coaching Objectives Competency Models Development Plans Performance Reviews
  58. 58. Copyright Prosci 2015. All rights reserved. Initiate Plan Design Develop Deploy Sustain Democratization of CM HOW Project/Program Work Stream (technical side) Change Management Work Stream (people side) Change Management becomes an expected and embedded work stream on all projects
  59. 59. Copyright Prosci 2015. All rights reserved. Initiate Plan Design Develop Deploy Sustain Democratization of CM HOW Requirement at initiation Inventory impacted groups Define their changes Create customized and scaled strategy Resource CM Integrate CM into project gates Integrate CM into standard reviews Measure success at benefit realization, project execution, AND individual transition levels Align “people side” and technical side activities
  60. 60. Copyright Prosci 2015. All rights reserved. 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 General Project Lifecycle Individual Change Journey Milestones Organizational Change Mgmt Activities Major events Prosci® ADKAR ® Model Prosci® 3-Phase Process Democratization of CM HOW
  61. 61. Copyright Prosci 2015. All rights reserved. Initiate Plan Design Develop Deploy “Go Live”Kick off Phase 2: Plans General Project Lifecycle Individual Change Journey Milestones Organizational Change Mgmt Activities Major events Prosci® ADKAR ® Model Prosci® 3-Phase Process AD RKA Democratization of CM HOW
  62. 62. Copyright Prosci 2015. All rights reserved. Initiate Plan Design Develop Deploy A D K A RAK AKAccounting Democratization of CM HOW
  63. 63. Copyright Prosci 2015. All rights reserved. Democratization of CM HOW Initiate Plan Design Develop Deploy 1 A D RProgram Project 1 K R Project 2 Project 3 Project 4 A R R R 2 A 4 A 3 A K K K
  64. 64. Copyright Prosci 2015. All rights reserved. Initiate Plan Design Develop Deploy Sustain Project Health Change Scorecard Best Practice Alignment CMROI Calculation ADKAR Progress Adoption contribution Installation contribution 100% 50% 36% 3-Phase Process Phase 1: Preparing for Change Phase 2: Managing Change Phase 3: Reinforcing Change Democratization of CM HOW
  65. 65. Copyright Prosci 2015. All rights reserved. Democratization of CM HOW Project A Program B Initiative C D E F G H I J K L M
  66. 66. Copyright Prosci 2015. All rights reserved. Democratization of CM HOW Making great change management the expectation, not the exception, in your organization. CM Build Individual Competencies Integrate into Changes, Projects and Programs
  67. 67. Copyright Prosci 2015. All rights reserved. Democratization of CM What does it mean to YOU?
  68. 68. Copyright Prosci 2015. All rights reserved. Subject Matter Expert Maven Enabler Democratization Architect Equipper Coach Democratization of CM YOU?
  69. 69. Copyright Prosci 2015. All rights reserved. Democratization of CM YOU? You are the conductor
  70. 70. Copyright Prosci 2015. All rights reserved. Democratization of CM YOU? You are the coach
  71. 71. Copyright Prosci 2015. All rights reserved. Democratization of CM YOU? You help put the pieces together
  72. 72. Copyright Prosci 2015. All rights reserved. Democratization of CM YOU? You create the guardrails
  73. 73. Copyright Prosci 2015. All rights reserved. Democratization of CM YOU? Change agility takes more than chatter, want to and magic
  74. 74. Copyright Prosci 2015. All rights reserved. Enterprise Change Capability “Structure and Intent” Change Management Democratization of CM YOU?
  75. 75. Copyright Prosci 2015. All rights reserved. Poll Everywhere Placeholder Keywords that describe the function of your change management office/CoE/CoP TODAY`
  76. 76. Copyright Prosci 2015. All rights reserved. Poll Everywhere Placeholder Keywords that describe the function of your change management office/CoE/CoP [IN THE FUTURE]
  77. 77. Copyright Prosci 2015. All rights reserved. Democratization of CM YOU? The pendulum will swing on your role
  78. 78. Copyright Prosci 2015. All rights reserved. Pre-1990 1990s 2000s Coming up Eras of change management Democratization of CM
  79. 79. Copyright Prosci 2015. All rights reserved. Poll Everywhere Placeholder Submit your email address for follow up (it won’t show up on the screen)
  80. 80. Copyright Prosci 2015. All rights reserved. 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.com changemanagement@prosci.com Build individual change competencies Apply change management on initiatives Embed organizational change capability www.prosci.com | blog.prosci.com
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A presentation by Tim Creasey, Prosci Chief Development Officer, for CMI on 4 June 2015 in Sydney on the Evolution, Future and Democratization of Change Management.

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