CMI Sydney presentation Building Enterprise Change Capability - Top Global Trends
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In this interactive presentation, Being Human Managing Director Catherine Smithson will highlight the top global trends in the emerging field of Enterprise Change Management, using insights from Prosci’s recently released 2016 Best Practices in Change Management Benchmarking Report.
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CMI Sydney presentation Building Enterprise Change Capability - Top Global Trends
- 1. Building Enterprise Change Capability - Top Global Trends Presented by Catherine Smithson July 2016
- 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. Prosci by the numbers • 1994 – Founded in Loveland (Denver) Colorado, USA • 8 global Benchmarking Reports • 18 years of longitudinal research • 3,400+ research participants • 63 countries • 80% Fortune 500 companies • 30,000+ Certified practitioners worldwide • 6,000+ Certified practitioners Australia/New Zealand 3 “Life comes at us in waves. We can't predict or control those waves, but we can learn to surf.” Dan Millman
- 4. 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. 4
- 5. Snapshot of participants - ANZ 5
- 6. Topics • Your experiences with ECM • Snapshot of global ECM trends • Key success factors • CMO - alive and thriving • Failing faster • Q&A 6 “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
- 8. Why do we need change capabilities at the enterprise level? 8
- 10. 78% of respondents said their organisations were nearing, at, or past the point of saturation 2016 Prosci study with 1120 change professionals 10
- 11. Bigger Change 11 Faster Change More Complex Change More Cross Functional Change is the new “business as usual”
- 12. 12
- 13. Our current “hit and miss” changes have consequences 13 People Projects Organisation
- 14. CEOs see the need for investing in enterprise change capability 14 76% Our ability to adapt is a key source of competitive advantage.” Pricewaterhousecoopers 2008 90% “Organisational agility is critical to business success.” McKinsey 2009
- 15. 15
- 16. Project level vs enterprise level Change Management Change Management is like building a house Fostering individual transitions to deliver organisational results on projects ECM is like designing a subdivision Embedding change agility into the organisation so it performs today and tomorrow ©Prosci. Used with permission www.change-management.com
- 17. Major gap between Change Management at project and enterprise levels 17 of participants said they apply a Change Management methodology on projects of participants reported that over half of the projects in their organisation applied Change Management 2016 Best Practices in Change Management Report. 1120 participants in 56 countries. Prosci copyright 2016
- 18. Just under 50% of organisations globally are actively building Enterprise Change Management 18 Prosci 2016 Best Practices in Change Management Benchmarking Report. 1120 participants in 56 countries. Prosci copyright 2016 53% 38% 9% 47% 43% 10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Yes No Don’t know Percentofrespondents Actively working to deploy Change Management 2013 2015
- 19. Over 80% reported moderate or greater success 19 Prosci 2016 Best Practices in Change Management Benchmarking Report. 1120 participants in 56 countries. Prosci copyright 2016 3% 14% 61% 20% 2% 0% 10% 20% 30% 40% 50% 60% 70% Very succesful Unsuccessful Moderately successful Successful Extremely Successful Success of Deployment Series1
- 20. Level 5 Organizational Competency Change management competency is evident at all levels of the organization and is part of the organization's intellectual property and competitive edge Level 4 Organizational Standards Organization-wide standards and methods are broadly deployed for managing and leading change Level 3 Multiple Projects Comprehensive approach for managing change is being applied on multiple projects within organization Level 2 Isolated Projects Some elements of change management are being applied in isolated projects Level 1 Ad hoc or Absent Little or no change management applied Prosci Change Management Maturity Model™ 20 ©Prosci. Used with permission www.change-management.com
- 21. Five capability areas • Leadership – who is sponsoring the deployment of Change Management? • Application – What % of projects apply Change Management processes? What is the ‘reach’ or ‘breadth’ of application across the organisation? • Competencies – what level of training is available for people in all roles? • Standardisation – what is the standard approach? Who ‘housekeeps’ Change Management? • Socialisation – How do we share success stories and maintain commitment to better managing change? 21©Prosci. Used with permission www.change-management.com
- 22. Prosci Change Management MaturityAudit 22 2.06 0 1 2 3 4 5 Prosci ® Change Management Maturity ModelTM Audit Level Level Level Level Level Overall Change Management Maturity Model Audit Score 2.88 2.38 1.58 2.08 1.40 0 1 2 3 4 5 Capability Area 1: Leadership Capability Area 2: Application Capability Area 3: Competencies Capability Area 4: Standardization Capability Area 5: Socialization Prosci ® Change Management Maturity ModelTM Audit Level Level Level Level Level ©Prosci. Used with permission www.change-management.com
- 23. Change Management maturity by region Region (plus % of study participants from region) Average Maturity Level All regions (100%) 2.59 United States (35%) 2.70 Australia and New Zealand (24%) 2.56 Canada (15%) 2.57 Europe (15%) 2.37 Africa (4%) 2.89 Asia and Pacific Islands (4%) 2.65 Latin America (2%) 2.67 Middle East (1%) 2.64 Prosci 2016 Best Practices in Change Management Benchmarking Report. 1120 participants in 56 countries. Prosci copyright 2016
- 25. Level of maturityAustralia & NZ Prosci 2016 Best Practices in Change Management Benchmarking Report. 1120 participants in 56 countries. Prosci copyright 2016 11% 38% 37% 11% 3% 0% 5% 10% 15% 20% 25% 30% 35% 40% Level 1 Level 2 Level 3 Level 4 Level 5 Percent of Respondents Organisational Maturity 2016 - Australia and New Zealand Series1
- 26. Key success factors for ECM 1. Sponsorship and leadership commitment 2. Proof of success 3. Collaboration approach during implementation 4. Clear and open communications 5. Engagement of project teams 26 Prosci 2016 Best Practices in Change Management Benchmarking Report. 1120 participants in 56 countries. Prosci copyright 2016
- 27. HR, OD and PMOs are leading change capability building Prosci 2016 Best Practices in Change Management Benchmarking Report. 1120 participants in 56 countries. Prosci copyright 2016 20% 19% 13% 12% 10% 8% 6% 5% 4% 4% 1% 0% 5% 10% 15% 20% 25% Human Resources (HR) Project Mangement Office (PMO) Organizational Development (OD) Executive Leadership Information Technology (IT) Strategy, Transformation, Planning Other Corporate Shared Services Within Business units, Operations Independent Change Management Group Grassroots Originator of the effort Series1
- 29. Most Change Management groups are located in the PMO 29 38% Had a Change Management Office or functional group globally 39% Australia & New Zealand Top Locations • PMO: 29% • HR: 26% • Strategy/Transformation:16% • IT: 16% • Within business units: 15% • OD: 14% Top 5 Roles 1. Own & maintain methodology 2. Own & maintain tools 3. Provide consulting support to resources on projects 4. Provide Change Management resources (people) to projects 5. Maintain CoP Prosci 2016 Best Practices in Change Management Benchmarking Report.
- 30. Failing faster – what can we learn? 1. The training trap - or any single solution 2. Moving forward without Executive Sponsorship 3. Assuming that Execs and others understand the business case for Change Management 4. Not treating change capability building as a project 5. Not adopting a consistent methodology
- 32. Q&A
- 33. More info beinghuman.com.au • Free Prosci Webinars • Free Community of Practice Webinars • Change Conversations Seminar, Canberra, May 25 Prosci • change-management.com • prosci.com • portal.prosci.com 33
Editor's Notes
- In 1998, 102 change practitioners shared what works and what doesn’t when managing the people side of change, resulting in Prosci’s first report, just 32 pages long.
- Where is your organisation in building change capability? https://www.polleverywhere.com/multiple_choice_polls/57tjTs3kdQjGDmV
- No longer will companies have the luxury of expecting day-to-day operations to fall into a static or predictable pattern that is inter- rupted only occasionally by short bursts of change. to prosper, lead- ers will need to abandon such outdated notions of change. In reality, the new normal is continuous change – not the absence of change. IBM Making change work
- How saturated is your organisation with change? https://www.polleverywhere.com/multiple_choice_polls/8pwjzLY3K2x6uMt
- Aqualand, Puerto de Santa María, Spain.
- 7% apply to all projects 78% SAY less than half of projects gets CM
- What is your organisation's level of Change Management Maturity? https://www.polleverywhere.com/multiple_choice_polls/hwBrvB24uDLyflu
- If you have a Change Management group, where is it located? https://www.polleverywhere.com/multiple_choice_polls/ZdBYqYoyZS2xxws
- 27% if respondents applying Change Management to 10% or less of total prkect