Highlight of the new 2016 Prosci Best Practices Report in Change Management, presented to the Organisational Change Community of Practice in Canberra, April 2016.

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
>
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Current
state
Transition
state
Future
state

8. Individuals make their own transitions:
Adoption and usage
The individual is the unit of change
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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
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10. The Swiss Cheese Future State
TransitionCurrent Future = Benefits
Current FutureTransition
10
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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.
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✔
✔
✔

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
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§ www.prosci.com
§ www.portal.prosci.com