When change becomes BAU - strategies for success - Why change is the new BAU - The upside and downside of being in this environment - Strategies for success

1. Change Conversations
Seminar:
When Change becomes
BAU – Strategies for
Success
Vicky Emery
General Manager
Prosci Advanced Instructor
February 2017
your change makers

2. Introducing Being Human
• Founded in 1993
• Our mission: develop
change-capable people and
organisations so they
achieve the benefits of
change.
• Prosci Primary Affiliate
Australia and New Zealand
2

3. Being Human - Your change makers
• Support at project level: Prosci-
Certified Change Managers to
support projects and Change
Practitioners
• Build skilled application: Prosci
Advanced Instructors – deliver
programs for Change Practitioners,
Project Managers, Executives,
Managers and Employees
• Build Enterprise-wide change
capability & Change Portfolio
Management- consulting and
workshops.
3

4. 4
• New website!
• Events: search by location, date,
free event, program type
• Blogs and case studies
• Resources; current Change
Management articles
News and Upcoming Events

5. 5
• Monthly Community of Practice webinars – open to all
• Prosci Delivering Project Results: Change Management Workshop
for Project Managers
• In-house or public program
• Business case for people side of change, overview ADKAR &
Prosci Methodology
• 1 day
• Prosci Enterprise Change Management Boot Camp:
• In-house or public program
• Create Roadmap for building CM capability
• 1 day
News and Upcoming Events

6. 6
• Welcome and agenda
• What do we mean by change becoming BAU?
• Upsides and downsides
• Top success factors
• Roles in Change Management
• Strategies for success
• Close
Agenda

8. More
Interconnected
Change
More Complex
Change
Bigger
Change
Faster
Change

9. “The case for change
management is inextricably
connected to project and
organisational success. If
you are not talking about
achieving results, then you
are having the wrong
conversation.”
Tim Creasey
Prosci Chief Innovation Officer
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10. 10
Prosci by the numbers

11. Snapshot of Australia & New Zealand participants
11

12. On a project level:
• Change management is the application of a structured
process and set of tools for leading the people side of
change to achieve a desired outcome.
On an organisational level:
• A leadership competency for enabling change within an
organisation
• A strategic capability designed to increase change
capacity and responsiveness
12
What Is Change Management?

13. 13
2016 Proscii Best Practices in Change
Management Report.
1,120 participants in 56 countries.
Prosci Inc copyright 2016.
Why? To improve outcomes

14. 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 organisational move to a future state
© Prosci Inc. All rights reserved www.change-management.com

15. • ‘No CMO – too bureaucratic,
will slow us down’
• ‘No Change Managers – too
hard to find and too
expensive’
• ‘No common approach – let
people chose their own, we
don’t want to be wedded to
one approach’
• Let’s make it BAU – NOW!
15
We are hearing thing like: ‘yes, we want better
change and’…
And, meanwhile, back at the office…

16. • Change Management isn’t off
to the side
• We are talking about CM
• Where the capacity and
capability have been built, we
will see results
• Key people receive training
16
Upside
• Are we all talking about the same
thing?
• Risk if no one is clearly tasked to
do CM…will be overlooked
• Assumed ‘turning it on’ =
competency
• It takes time, effort and
investment to build CM muscle
• Underestimated CM effort
required (by up to 100%)
• Limited consistency
• Only select people receive
training
• Change Management Budget not
allocated
Downside
When Change Management becomes BAU

19. • Discuss the list of upsides
and downsides
• What would you add to
each list?
19
Table Check-In: Upsides and Downsides

20. 1. Active and visible executive sponsorship
2. Structured change management approach
3. Dedicated change management resources
4. Integration and engagement with project management
5. Employee engagement and participation
6. Frequent and open communication
7. Engagement with middle managers
20
In all nine reports
sponsorship was
#1 on the list
2016 Prosci Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.
Prosci research findings: top contributors to
success

21. • Select one current BAU
change initiative
• To what extent is each
success factor in place?
• 1 = low and 5 = high
21
Table Check-In: Top Success Factors

24. It takes effort, time and investment to:
• focus on better results vs tasks
• have a common approach
• use it widely and well
• make sure CM is everyone’s job and
they show they can do it
• talk about learnings & results
• embed improvements for the next
BAU change
24
Change Management as truly BAU is a high
level of skilled application

25. • Identify who is ‘doing’ CM and make sure they can
25
More info: Prosci’s ‘Roles in Change Management’ webinar - Dec 2016
www.slidesharenet/beinghumanaustralia
© Prosci Inc. All rights reserved www.change-management.com
Strategies for Success

26. • Find a Sponsor for
better results – even if
they are ‘local’
• Make a plan - at least
identify the core tools
or steps as a minimum
• Good Project
Management can help
- understand the
governance path &
find a fit!
26
© Prosci Inc. All rights reserved www.change-management.com
Strategies for Success

27. • Keep establishing buy-in –
find the Desire point for
improved outcomes, not
CM tasks
• Keep talking about results
– small as they may be
and as honest as they can
be
27© Prosci Inc. All rights reserved www.change-management.com
Strategies for Success

29. 29
beinghuman.com.au
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