The document discusses the democratization of change management. It suggests taking change management approaches and making them accessible to more people in an organization. This involves building individual competencies around change, integrating change management into projects and programs, and designing solutions with employee adoption and usage in mind. The goal is to catalyze individual transitions in order to deliver organizational results and increase the likelihood of project, program, and change success.

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. Copyright Prosci 2015. All rights reserved.
Bigger
Change

3. Copyright Prosci 2015. All rights reserved.
Faster
Change

4. Copyright Prosci 2015. All rights reserved.
More
Complex
Change

5. Copyright Prosci 2015. All rights reserved.
More
Cross
Functional

6. Copyright Prosci 2015. All rights reserved.
V.U.C.A. World

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. 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. 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. 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. 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. 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. 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. 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. Copyright Prosci 2015. All rights reserved.

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. Copyright Prosci 2015. All rights reserved.
Poll Everywhere Placeholder
In seven or fewer words, define change management

18. Copyright Prosci 2015. All rights reserved.
Change management:
CHānj ‘manijmǝnt
Catalyzing
individual transitions
to deliver
organizational results

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. Copyright Prosci 2015. All rights reserved.
Poll Everywhere Placeholder
How long have you been involved in the formal
discipline of change management?

21. Copyright Prosci 2015. All rights reserved.
Poll Everywhere Placeholder
How long have you been “doing” change management

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. 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. 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. 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. 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. Copyright Prosci 2015. All rights reserved.
Poll Everywhere Placeholder
Do you have a formal change management job?
(Yes, No, Sort of)

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. 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. 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. 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. Copyright Prosci 2015. All rights reserved.
Democratization of CM
δημοκρατία (dēmokratía)
rule of the people

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. Copyright Prosci 2015. All rights reserved.
What exactly are we
“taking to the people” when we
democratize change management?

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. 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. 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. 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. 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. 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. Copyright Prosci 2015. All rights reserved.
Priority is
a function
of context.
Stephen R. Covey

42. Copyright Prosci 2015. All rights reserved.
We are democratizing:
Mitigating mission critical risk

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. 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. 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. Copyright Prosci 2015. All rights reserved.
WHY
HOW
YOU?
Democratization of CM

47. Copyright Prosci 2015. All rights reserved.
Democratization of CM WHY

48. Copyright Prosci 2015. All rights reserved.
Democratization of CM WHY
Demand Side
Pull

49. Copyright Prosci 2015. All rights reserved.
Democratization of CM WHY
“out-changing”
as a competitive
advantage

50. Copyright Prosci 2015. All rights reserved.
Democratization of CM WHY
“It takes
a village”

51. Copyright Prosci 2015. All rights reserved.
Democratization of CM WHY
Simplicity
is the ultimate
sophistication.
Leonardo da Vinci

52. Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW

53. Copyright Prosci 2015. All rights reserved.
Democratization of CM HOW
“I’d like three orders of
change agility from
page 145, please.”

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. 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. 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. 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. 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. 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. 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. 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. Copyright Prosci 2015. All rights reserved.
Initiate Plan Design Develop Deploy
A D K A RAK AKAccounting
Democratization of CM HOW

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. 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. 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. 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. Copyright Prosci 2015. All rights reserved.
Democratization of CM
What does it
mean to YOU?

68. Copyright Prosci 2015. All rights reserved.
Subject Matter Expert
Maven
Enabler
Democratization
Architect
Equipper
Coach
Democratization of CM YOU?

69. Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
You are the conductor

70. Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
You are the coach

71. Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
You help put the pieces together

72. Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
You create the guardrails

73. Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
Change agility takes more than
chatter, want to and magic

74. Copyright Prosci 2015. All rights reserved.
Enterprise Change Capability
“Structure and Intent”
Change Management
Democratization of CM YOU?

75. Copyright Prosci 2015. All rights reserved.
Poll Everywhere Placeholder
Keywords that describe the function of your change
management office/CoE/CoP TODAY`

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. Copyright Prosci 2015. All rights reserved.
Democratization of CM YOU?
The pendulum will
swing on your role

78. Copyright Prosci 2015. All rights reserved.
Pre-1990
1990s
2000s
Coming
up
Eras of change management
Democratization
of CM

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. 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