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Product and Service Development Council - Prosci Presentation

The document discusses the importance of managing individual transitions effectively to achieve successful change in organizations. It emphasizes that the outcomes of change initiatives are significantly affected by how well individuals adopt and adjust to new roles and processes. The content also includes key questions to guide change management strategies and highlights the Prosci ADKAR model as a framework for catalyzing individual change.

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Copyright Prosci 2015. All rights reserved. Research | Methodology | Training | Advisory Services www.prosci.com | 970-203-9332 Prosci ® 1 Change Catalyzing Questions Why– Who – How Much – What The Conference Board Product & Services Development Council April 30, 2015
Copyright Prosci 2015. All rights reserved. PREMISE: The results and outcomes of your change efforts are directly impacted by how well you manage individual transitions 2
Copyright Prosci 2015. All rights reserved. Bigger Change 3 More Complex Change More Cross Functional Faster Change
Copyright Prosci 2015. All rights reserved. Ownership Accountability Empowerment Consistency Predictability Control 4
Copyright Prosci 2015. All rights reserved. V.U.C.A. World 5
Copyright Prosci 2015. All rights reserved.6 What are the biggest changes you expect to face in the next 3 to 24 months?
Copyright Prosci 2015. All rights reserved.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. 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 9
Copyright Prosci 2015. All rights reserved. The Gap A great idea An innovative outreach effort An effectively managed project Results and outcomes Benefit realization Sustained improvement EMPLOYEE ADOPTION AND USAGE OF THE SOLUTION 10
Copyright Prosci 2015. All rights reserved. TransitionCurrent Future Employee Individual Transitions Impact Results and Outcomes WithchangemanagementWithout = X project benefits created Current FutureTransition Individual transisions gets bumpy Individual transitions takes longer Individual transitions incomplete Individual transitions not as expected <X 11
Copyright Prosci 2015. All rights reserved.12 What tangible consequences of “bumpy transitions” and “swiss cheese futures” have you seen in your work?
Copyright Prosci 2015. All rights reserved. Change management helps mitigate mission critical project risks 13
Copyright Prosci 2015. All rights reserved. Successful change requires both the technical and people sides Current Transition Future Technical side People side Design Develop Deliver Embrace Adopt Use Results Outcomes Success =+ Installation* Realization* * Daryl Conner 14
Copyright Prosci 2015. All rights reserved.15 Change Catalyzing Questions Why– Who – How Much – What
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support adoption and usage? 16
Copyright Prosci 2015. All rights reserved.17 It is not the answer that enlightens, but the question. Eugène Ionesco
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support adoption and usage? 18
Copyright Prosci 2015. All rights reserved. Why Are We Changing? 0 200 400 600 800 Future Organizational Benefits Project Objectives Revenue Costs Profits Efficiencies Compliance Safety Process Excellence Customer Satisfaction Specific metrics and measurements for improvement How work will be different after the change 19
Copyright Prosci 2015. All rights reserved. Why Are We Changing? Project Objectives 1. ? 2. ? 3. ? 4. ? 5. ? Your Project Organizational Benefits 1. ? 2. ? 3. ? 4. ? 5. ? 20
Copyright Prosci 2015. All rights reserved.21 On a scale of 1 (muddy) to 10 (crystal): how clearly are organizational benefits and project objectives defined on your efforts?
Copyright Prosci 2015. All rights reserved. Definition of Goals and Objectives Drives Results 22 Poorly Defined Goals and Objectives Adequately Defined Well Defined Very Well Defined = met objectives= exceeded objectives
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support adoption and usage? 23
Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? Future 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 Future Organizational Benefits and Project Objectives Individual Transitions (adoption and usage) depend on and require Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5. 24
Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? Individual Transitions Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? 25
Copyright Prosci 2015. All rights reserved.26 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
Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? Group What “to adopt and use” mean? How big of an impact? Aspects of job impacted Processes Systems Tools Job roles Critical behaviors Mindset/Attitude/Belief Reporting structure Performance reviews Compensation Location 27
Copyright Prosci 2015. All rights reserved.28 On a scale of 1 (never) to 10 (always): do you define change at the granular, individual level?
Copyright Prosci 2015. All rights reserved.29 Just because it is common sense does not mean it is common practice! Will Rogers
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support adoption and usage? 30
Copyright Prosci 2015. All rights reserved. Future Future Adoption contribution How Much Depends on Individual Transitions? Net Project Benefit Dependent on adoption and usage Not dependent on adoption and usage Installation contribution ROI = Expected Project Benefit – Project Cost Project Cost Net Project Benefit Project Cost = 31
Copyright Prosci 2015. All rights reserved. How Much Depends on Individual Transitions? Value/benefit you expect from the change effort (Project ROI) Portion of benefit that depends on individual transitions (CMROI) “People Dependency” None AllHighLow Medium 32
Copyright Prosci 2015. All rights reserved. Example: EHR in ACME Health Results Project Objectives 1. Meaningful use incentives 4 High 35% 2. One patient, one chart 6 High 25% 3. Billing and claim error reduction 6 High 35% 4. Physician communication 5 High 10% 5. Modernization of platform 3 Low 90% Organizational Benefits 1. Patient throughput and experience 9 All 0% 2. Lower cost, higher revenue 6 Low 75% 3. Risk and fine reduction 7 High 35% 4. Clinical best practices 3 All 0% 5. Patient empowerment 8 Low 65% 64% Of what you expect from this effort depends on employee adoption and usage Adoption contribution Installation contribution 100% 50% 36% 33
Copyright Prosci 2015. All rights reserved. How Much Depends on Adoption and Usage? Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5. Indicate how dependent this benefit or objective is on PEOPLE ADOPTING AND USING THE CHANGE 34 Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5.
Copyright Prosci 2015. All rights reserved.35 For a project you are working on right now, estimate the overall percent of expected results and outcomes that depend on employee adoption and usage:
Copyright Prosci 2015. All rights reserved. Gartner BPM Summit Dec 12, 2014 Prosci Webinar Feb 11, 2015 36
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support adoption and usage? 37
Copyright Prosci 2015. All rights reserved. What Can We Do To Drive and Support Adoption and Usage? CHANGE MANAGEMENT 38
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 39
Copyright Prosci 2015. All rights reserved. For your project, estimate the percent of overall results and outcomes that depend on employee adoption and usage: 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 40
Copyright Prosci 2015. All rights reserved. Change management: CHānj ‘manijmǝnt 41 Catalyzing individual transitions to deliver organizational results
Copyright Prosci 2015. All rights reserved. How does this person make a successful personal change? 42
Copyright Prosci 2015. All rights reserved. PUNCHLINE With an understanding and framework for how individuals make a change successfully, you can catalyze and support employees’ individual transitions to capture project results and outcome 43
Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model R A K D A Reinforcement To sustain the change Ability To implement required skills and behaviors Knowledge On how to change Desire To participate and support the change Awareness Of the need for change 44
Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model R A K D A Reinforcement “I will continue to…” Ability “I am able to…” Knowledge “I know how to…” Desire “I have decided to…” Awareness “I understand why…” 45
Copyright Prosci 2015. All rights reserved. ADKAR Defines Success: For One Person or Organization-Wide Changes 46 R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A Change with one person Or five people… Or twenty people… Or 1000 people…
Copyright Prosci 2015. All rights reserved. Testimonial 47 Jim Fitzhenry
Copyright Prosci 2015. All rights reserved. PUNCHLINE There are concrete, research-based, repeatable action steps you apply on your projects and initiatives to equip, enable and encourage individual transitions - that is what applying a structured approach to change management really means 48
Copyright Prosci 2015. All rights reserved. Aligning CM to Project Lifecycle 49 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
Copyright Prosci 2015. All rights reserved. Aligning CM to Project Lifecycle 50 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
Copyright Prosci 2015. All rights reserved. Aligning CM to Project Lifecycle Initiate Plan Design Develop Deploy A D K A RAK AKAccounting 51
Copyright Prosci 2015. All rights reserved. Initiate Plan Design Develop Deploy A D K A R A A N. America Europe Asia A D K A D K R R Aligning CM to Project Lifecycle 52
Copyright Prosci 2015. All rights reserved. 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 Aligning CM to Project Lifecycle 53
Copyright Prosci 2015. All rights reserved. Aligning CM to Project Lifecycle 54 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
Copyright Prosci 2015. All rights reserved. Implementation Activities Drive Individual Milestones Individual: Awareness Desire Knowledge Ability Reinforcement Communication plan Sponsor roadmap Coaching plan Training plan Resistance Mgmt Organizational: 55
Copyright Prosci 2015. All rights reserved. Change Management Performance Top Contributors to Success 56 Sponsorship Communications Middle Management Engagement Employee Engagement Change Management Approach Change Management Resources Integrating with PM The Goal: Employee adoption and usage Top Contributors to Success – Relationship to Adoption and Usage Copyright © 2014 Prosci Inc. Best Practices in Change Management – 2014 Edition
Copyright Prosci 2015. All rights reserved. Initiate Plan Design Develop Deploy Sustain 57 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 Empowering Resources applied across the project lifecycle to catalyze adoption, results and value
Copyright Prosci 2015. All rights reserved. What role do you play in helping this person change? 58
Copyright Prosci 2015. All rights reserved. PUNCHLINE As a leader in the organization, you play an active role in catalyzing individual change because people look to and listen to you You play a crucial and active role (ABCs) in driving successful change 59
Copyright Prosci 2015. All rights reserved.60 In all 8 of Prosci’s studies, active and visible executive sponsorship was the #1 contributor to success
Copyright Prosci 2015. All rights reserved. Three Roles of Sponsors ABCs of Sponsorship #1 Active and visible participation throughout #2 Build a coalition of sponsorship #3 Communicate directly with employees 61 It’s not just signing checks and charters
Copyright Prosci 2015. All rights reserved. Active and Visible Participation Throughout Role and Responsibilities Title 62
Copyright Prosci 2015. All rights reserved. Build a Coalition of Support HR Finance Programs West Central 63 East
Copyright Prosci 2015. All rights reserved. Communicate Directly With Employees & Members Why? Why now? What if we don’t? 64
Copyright Prosci 2015. All rights reserved. Biggest Sponsor Mistakes 65 Mistake #1: Failed to remain visible and engaged throughout the project Mistake #2: Failed to demonstrate support for the project in words and actions Mistake #3: Failed to effectively communicate messages about the need for change Mistake #4: Ignored the people side of change Mistake #5: Delegated or abdicated the sponsorship role and responsibilities
Copyright Prosci 2015. All rights reserved. Change management: CHānj ‘manijmǝnt 66 Catalyzing individual transitions to deliver organizational results
Copyright Prosci 2015. All rights reserved.67 16% 46% 77% 96% 0% 20% 40% 60% 80% 100% Poor Fair Good Excellent (n=244) (n=653) (n=834) (n=165) Prosci 2014 Benchmarking Data Copyright © Prosci Inc. All rights reserved. Data from 2007, 2009, 2011, 2013. Percent of Study Participants Who Met or Exceeded Project Objectives Change Management Effectiveness 67
Copyright Prosci 2015. All rights reserved.68 16% 32% 54% 72% 0% 20% 40% 60% 80% 100% Poor Fair Good Excellent (n=293) (n=793) (n=1032) (n=181) Percent of Study Participants Who Were On or Ahead of Schedule Change Management Effectiveness Prosci 2014 Benchmarking Data Copyright © Prosci Inc. All rights reserved. Data from 2007, 2009, 2011, 2013. 68
Copyright Prosci 2015. All rights reserved.69 48% 63% 71% 81% 0% 20% 40% 60% 80% 100% Poor Fair Good Excellent (n=258) (n=737) (n=1001) (n=180) Percent of Study Participants Who Were On or Ahead of Budget Change Management Effectiveness Prosci 2014 Benchmarking Data Copyright © Prosci Inc. All rights reserved. Data from 2007, 2009, 2011, 2013. 69
Copyright Prosci 2015. All rights reserved. Time Impact
Copyright Prosci 2015. All rights reserved. C C C T T T T F F F C C C T T T T F F F C C C T T T T F F F C C C C T T T T F F F F C C T T T T F F F F F F C C C C T T T T F F F F C C T T T T F F F F F F C C C C T T T T F F F F C C T T T T F F F F F F C C C C T T T T F F F F C C T T T T F F F F F F C C T T F F T T F F T T F F T T F F T T F F T T F C C T T F F T T F F T T F F T T F F T T F F T T F C C C C T T T T T F F F F F F C C T T T F F C C C C T T T T T F F F F F F C C T T T F F C C T T F F F C C C T T F F F C C T T C C T T F F F C C C T T F F F C C T T C C T T F F F C C C T T F F F C C T T T T F F F C C T T T T T F F F F F T F T F T T T F F F C C T T T T T F F F F F T F T F T Time Impact
Copyright Prosci 2015. All rights reserved. Time Impact
Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support adoption and usage? 73
Copyright Prosci 2015. All rights reserved. PUNCHLINE You can drive more successful change when you begin answering: WHY HOW MUCH WHO WHAT 74 Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support adoption and usage?
Copyright Prosci 2015. All rights reserved. 1367 South Garfield Ave Loveland, Colorado, USA 80537 +1 970-203-9332 www.prosci.com www.change-management.com The following are trademarks or registered trademarks of Prosci, Inc. All rights reserved. Prosci®; Project Change Triangle™ (PCT™); Awareness Desire Knowledge Ability Reinforcement®; ADKAR®; Prosci® Change Management Maturity Model™; Preparing for Change, Managing Change, Reinforcing Change™ 75

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Product and Service Development Council - Prosci Presentation

  • 1.
    Copyright Prosci 2015.All rights reserved. Research | Methodology | Training | Advisory Services www.prosci.com | 970-203-9332 Prosci ® 1 Change Catalyzing Questions Why– Who – How Much – What The Conference Board Product & Services Development Council April 30, 2015
  • 2.
    Copyright Prosci 2015.All rights reserved. PREMISE: The results and outcomes of your change efforts are directly impacted by how well you manage individual transitions 2
  • 3.
    Copyright Prosci 2015.All rights reserved. Bigger Change 3 More Complex Change More Cross Functional Faster Change
  • 4.
    Copyright Prosci 2015.All rights reserved. Ownership Accountability Empowerment Consistency Predictability Control 4
  • 5.
    Copyright Prosci 2015.All rights reserved. V.U.C.A. World 5
  • 6.
    Copyright Prosci 2015.All rights reserved.6 What are the biggest changes you expect to face in the next 3 to 24 months?
  • 7.
    Copyright Prosci 2015.All rights reserved.7
  • 8.
    Copyright Prosci 2015.All rights reserved. The achievements of an organization are the results of the combined effort of each individual. Vince Lombardi 8
  • 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 9
  • 10.
    Copyright Prosci 2015.All rights reserved. The Gap A great idea An innovative outreach effort An effectively managed project Results and outcomes Benefit realization Sustained improvement EMPLOYEE ADOPTION AND USAGE OF THE SOLUTION 10
  • 11.
    Copyright Prosci 2015.All rights reserved. TransitionCurrent Future Employee Individual Transitions Impact Results and Outcomes WithchangemanagementWithout = X project benefits created Current FutureTransition Individual transisions gets bumpy Individual transitions takes longer Individual transitions incomplete Individual transitions not as expected <X 11
  • 12.
    Copyright Prosci 2015.All rights reserved.12 What tangible consequences of “bumpy transitions” and “swiss cheese futures” have you seen in your work?
  • 13.
    Copyright Prosci 2015.All rights reserved. Change management helps mitigate mission critical project risks 13
  • 14.
    Copyright Prosci 2015.All rights reserved. Successful change requires both the technical and people sides Current Transition Future Technical side People side Design Develop Deliver Embrace Adopt Use Results Outcomes Success =+ Installation* Realization* * Daryl Conner 14
  • 15.
    Copyright Prosci 2015.All rights reserved.15 Change Catalyzing Questions Why– Who – How Much – What
  • 16.
    Copyright Prosci 2015.All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support adoption and usage? 16
  • 17.
    Copyright Prosci 2015.All rights reserved.17 It is not the answer that enlightens, but the question. Eugène Ionesco
  • 18.
    Copyright Prosci 2015.All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support adoption and usage? 18
  • 19.
    Copyright Prosci 2015.All rights reserved. Why Are We Changing? 0 200 400 600 800 Future Organizational Benefits Project Objectives Revenue Costs Profits Efficiencies Compliance Safety Process Excellence Customer Satisfaction Specific metrics and measurements for improvement How work will be different after the change 19
  • 20.
    Copyright Prosci 2015.All rights reserved. Why Are We Changing? Project Objectives 1. ? 2. ? 3. ? 4. ? 5. ? Your Project Organizational Benefits 1. ? 2. ? 3. ? 4. ? 5. ? 20
  • 21.
    Copyright Prosci 2015.All rights reserved.21 On a scale of 1 (muddy) to 10 (crystal): how clearly are organizational benefits and project objectives defined on your efforts?
  • 22.
    Copyright Prosci 2015.All rights reserved. Definition of Goals and Objectives Drives Results 22 Poorly Defined Goals and Objectives Adequately Defined Well Defined Very Well Defined = met objectives= exceeded objectives
  • 23.
    Copyright Prosci 2015.All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support adoption and usage? 23
  • 24.
    Copyright Prosci 2015.All rights reserved. Who Has to Do Their Jobs Differently? Future 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 Future Organizational Benefits and Project Objectives Individual Transitions (adoption and usage) depend on and require Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5. 24
  • 25.
    Copyright Prosci 2015.All rights reserved. Who Has to Do Their Jobs Differently? Individual Transitions Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? 25
  • 26.
    Copyright Prosci 2015.All rights reserved.26 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
  • 27.
    Copyright Prosci 2015.All rights reserved. Who Has to Do Their Jobs Differently? Group What “to adopt and use” mean? How big of an impact? Aspects of job impacted Processes Systems Tools Job roles Critical behaviors Mindset/Attitude/Belief Reporting structure Performance reviews Compensation Location 27
  • 28.
    Copyright Prosci 2015.All rights reserved.28 On a scale of 1 (never) to 10 (always): do you define change at the granular, individual level?
  • 29.
    Copyright Prosci 2015.All rights reserved.29 Just because it is common sense does not mean it is common practice! Will Rogers
  • 30.
    Copyright Prosci 2015.All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support adoption and usage? 30
  • 31.
    Copyright Prosci 2015.All rights reserved. Future Future Adoption contribution How Much Depends on Individual Transitions? Net Project Benefit Dependent on adoption and usage Not dependent on adoption and usage Installation contribution ROI = Expected Project Benefit – Project Cost Project Cost Net Project Benefit Project Cost = 31
  • 32.
    Copyright Prosci 2015.All rights reserved. How Much Depends on Individual Transitions? Value/benefit you expect from the change effort (Project ROI) Portion of benefit that depends on individual transitions (CMROI) “People Dependency” None AllHighLow Medium 32
  • 33.
    Copyright Prosci 2015.All rights reserved. Example: EHR in ACME Health Results Project Objectives 1. Meaningful use incentives 4 High 35% 2. One patient, one chart 6 High 25% 3. Billing and claim error reduction 6 High 35% 4. Physician communication 5 High 10% 5. Modernization of platform 3 Low 90% Organizational Benefits 1. Patient throughput and experience 9 All 0% 2. Lower cost, higher revenue 6 Low 75% 3. Risk and fine reduction 7 High 35% 4. Clinical best practices 3 All 0% 5. Patient empowerment 8 Low 65% 64% Of what you expect from this effort depends on employee adoption and usage Adoption contribution Installation contribution 100% 50% 36% 33
  • 34.
    Copyright Prosci 2015.All rights reserved. How Much Depends on Adoption and Usage? Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5. Indicate how dependent this benefit or objective is on PEOPLE ADOPTING AND USING THE CHANGE 34 Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5.
  • 35.
    Copyright Prosci 2015.All rights reserved.35 For a project you are working on right now, estimate the overall percent of expected results and outcomes that depend on employee adoption and usage:
  • 36.
    Copyright Prosci 2015.All rights reserved. Gartner BPM Summit Dec 12, 2014 Prosci Webinar Feb 11, 2015 36
  • 37.
    Copyright Prosci 2015.All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support adoption and usage? 37
  • 38.
    Copyright Prosci 2015.All rights reserved. What Can We Do To Drive and Support Adoption and Usage? CHANGE MANAGEMENT 38
  • 39.
    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 39
  • 40.
    Copyright Prosci 2015.All rights reserved. For your project, estimate the percent of overall results and outcomes that depend on employee adoption and usage: 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 40
  • 41.
    Copyright Prosci 2015.All rights reserved. Change management: CHānj ‘manijmǝnt 41 Catalyzing individual transitions to deliver organizational results
  • 42.
    Copyright Prosci 2015.All rights reserved. How does this person make a successful personal change? 42
  • 43.
    Copyright Prosci 2015.All rights reserved. PUNCHLINE With an understanding and framework for how individuals make a change successfully, you can catalyze and support employees’ individual transitions to capture project results and outcome 43
  • 44.
    Copyright Prosci 2015.All rights reserved. Prosci ® ADKAR ® Model R A K D A Reinforcement To sustain the change Ability To implement required skills and behaviors Knowledge On how to change Desire To participate and support the change Awareness Of the need for change 44
  • 45.
    Copyright Prosci 2015.All rights reserved. Prosci ® ADKAR ® Model R A K D A Reinforcement “I will continue to…” Ability “I am able to…” Knowledge “I know how to…” Desire “I have decided to…” Awareness “I understand why…” 45
  • 46.
    Copyright Prosci 2015.All rights reserved. ADKAR Defines Success: For One Person or Organization-Wide Changes 46 R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A Change with one person Or five people… Or twenty people… Or 1000 people…
  • 47.
    Copyright Prosci 2015.All rights reserved. Testimonial 47 Jim Fitzhenry
  • 48.
    Copyright Prosci 2015.All rights reserved. PUNCHLINE There are concrete, research-based, repeatable action steps you apply on your projects and initiatives to equip, enable and encourage individual transitions - that is what applying a structured approach to change management really means 48
  • 49.
    Copyright Prosci 2015.All rights reserved. Aligning CM to Project Lifecycle 49 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
  • 50.
    Copyright Prosci 2015.All rights reserved. Aligning CM to Project Lifecycle 50 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
  • 51.
    Copyright Prosci 2015.All rights reserved. Aligning CM to Project Lifecycle Initiate Plan Design Develop Deploy A D K A RAK AKAccounting 51
  • 52.
    Copyright Prosci 2015.All rights reserved. Initiate Plan Design Develop Deploy A D K A R A A N. America Europe Asia A D K A D K R R Aligning CM to Project Lifecycle 52
  • 53.
    Copyright Prosci 2015.All rights reserved. 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 Aligning CM to Project Lifecycle 53
  • 54.
    Copyright Prosci 2015.All rights reserved. Aligning CM to Project Lifecycle 54 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
  • 55.
    Copyright Prosci 2015.All rights reserved. Implementation Activities Drive Individual Milestones Individual: Awareness Desire Knowledge Ability Reinforcement Communication plan Sponsor roadmap Coaching plan Training plan Resistance Mgmt Organizational: 55
  • 56.
    Copyright Prosci 2015.All rights reserved. Change Management Performance Top Contributors to Success 56 Sponsorship Communications Middle Management Engagement Employee Engagement Change Management Approach Change Management Resources Integrating with PM The Goal: Employee adoption and usage Top Contributors to Success – Relationship to Adoption and Usage Copyright © 2014 Prosci Inc. Best Practices in Change Management – 2014 Edition
  • 57.
    Copyright Prosci 2015.All rights reserved. Initiate Plan Design Develop Deploy Sustain 57 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 Empowering Resources applied across the project lifecycle to catalyze adoption, results and value
  • 58.
    Copyright Prosci 2015.All rights reserved. What role do you play in helping this person change? 58
  • 59.
    Copyright Prosci 2015.All rights reserved. PUNCHLINE As a leader in the organization, you play an active role in catalyzing individual change because people look to and listen to you You play a crucial and active role (ABCs) in driving successful change 59
  • 60.
    Copyright Prosci 2015.All rights reserved.60 In all 8 of Prosci’s studies, active and visible executive sponsorship was the #1 contributor to success
  • 61.
    Copyright Prosci 2015.All rights reserved. Three Roles of Sponsors ABCs of Sponsorship #1 Active and visible participation throughout #2 Build a coalition of sponsorship #3 Communicate directly with employees 61 It’s not just signing checks and charters
  • 62.
    Copyright Prosci 2015.All rights reserved. Active and Visible Participation Throughout Role and Responsibilities Title 62
  • 63.
    Copyright Prosci 2015.All rights reserved. Build a Coalition of Support HR Finance Programs West Central 63 East
  • 64.
    Copyright Prosci 2015.All rights reserved. Communicate Directly With Employees & Members Why? Why now? What if we don’t? 64
  • 65.
    Copyright Prosci 2015.All rights reserved. Biggest Sponsor Mistakes 65 Mistake #1: Failed to remain visible and engaged throughout the project Mistake #2: Failed to demonstrate support for the project in words and actions Mistake #3: Failed to effectively communicate messages about the need for change Mistake #4: Ignored the people side of change Mistake #5: Delegated or abdicated the sponsorship role and responsibilities
  • 66.
    Copyright Prosci 2015.All rights reserved. Change management: CHānj ‘manijmǝnt 66 Catalyzing individual transitions to deliver organizational results
  • 67.
    Copyright Prosci 2015.All rights reserved.67 16% 46% 77% 96% 0% 20% 40% 60% 80% 100% Poor Fair Good Excellent (n=244) (n=653) (n=834) (n=165) Prosci 2014 Benchmarking Data Copyright © Prosci Inc. All rights reserved. Data from 2007, 2009, 2011, 2013. Percent of Study Participants Who Met or Exceeded Project Objectives Change Management Effectiveness 67
  • 68.
    Copyright Prosci 2015.All rights reserved.68 16% 32% 54% 72% 0% 20% 40% 60% 80% 100% Poor Fair Good Excellent (n=293) (n=793) (n=1032) (n=181) Percent of Study Participants Who Were On or Ahead of Schedule Change Management Effectiveness Prosci 2014 Benchmarking Data Copyright © Prosci Inc. All rights reserved. Data from 2007, 2009, 2011, 2013. 68
  • 69.
    Copyright Prosci 2015.All rights reserved.69 48% 63% 71% 81% 0% 20% 40% 60% 80% 100% Poor Fair Good Excellent (n=258) (n=737) (n=1001) (n=180) Percent of Study Participants Who Were On or Ahead of Budget Change Management Effectiveness Prosci 2014 Benchmarking Data Copyright © Prosci Inc. All rights reserved. Data from 2007, 2009, 2011, 2013. 69
  • 70.
    Copyright Prosci 2015.All rights reserved. Time Impact
  • 71.
    Copyright Prosci 2015.All rights reserved. C C C T T T T F F F C C C T T T T F F F C C C T T T T F F F C C C C T T T T F F F F C C T T T T F F F F F F C C C C T T T T F F F F C C T T T T F F F F F F C C C C T T T T F F F F C C T T T T F F F F F F C C C C T T T T F F F F C C T T T T F F F F F F C C T T F F T T F F T T F F T T F F T T F F T T F C C T T F F T T F F T T F F T T F F T T F F T T F C C C C T T T T T F F F F F F C C T T T F F C C C C T T T T T F F F F F F C C T T T F F C C T T F F F C C C T T F F F C C T T C C T T F F F C C C T T F F F C C T T C C T T F F F C C C T T F F F C C T T T T F F F C C T T T T T F F F F F T F T F T T T F F F C C T T T T T F F F F F T F T F T Time Impact
  • 72.
    Copyright Prosci 2015.All rights reserved. Time Impact
  • 73.
    Copyright Prosci 2015.All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support adoption and usage? 73
  • 74.
    Copyright Prosci 2015.All rights reserved. PUNCHLINE You can drive more successful change when you begin answering: WHY HOW MUCH WHO WHAT 74 Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support adoption and usage?
  • 75.
    Copyright Prosci 2015.All rights reserved. 1367 South Garfield Ave Loveland, Colorado, USA 80537 +1 970-203-9332 www.prosci.com www.change-management.com The following are trademarks or registered trademarks of Prosci, Inc. All rights reserved. Prosci®; Project Change Triangle™ (PCT™); Awareness Desire Knowledge Ability Reinforcement®; ADKAR®; Prosci® Change Management Maturity Model™; Preparing for Change, Managing Change, Reinforcing Change™ 75