Prosci Webinar 1 Overiew of 2016 Best Practices Report 050416

© Prosci Inc. All rights reserved.
Prosci
Best Practices in Change Management,
2016 Edition
Overview of Prosci’s latest research
®
1

© Prosci Inc. All rights reserved. 2
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•  Laptop
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Prosci Research Foundation
9 studies
17 years
4500 participants
What works?
What doesn’t?
What to do differently?
0
500
1000
102
1120
1998 2015
Participants
6
®

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.
7

Snapshot of Australia & New Zealand
participants
8

Culture

Global
awareness

Complementary
roles

Change
Agent
Networks

Ver8cal
industry
customiza8on

Jus8fying
CM

Job
roles
and
loca8ons

Advice
for
new
prac88oners

Complex
change

Aligning
CM
with
other
disciplines

Measurement
and
metrics

Integra8ng
CM
and
PM

Readiness

Trends
in
CM

Reinforcement
and
sustainment

Satura8on
and
porGolio
management

Organiza8onal
change
capability

Team
member
aIributes

Resources
and
budgets

Resistance
management

Manager
Role

Greatest
contributors

Biggest
obstacles

Methodology

Sponsorship

Communica8ons

Training

1998
2000
2003
2005
2007
2009
2011
2013
2015

Building the
body of knowledge
on change management
Evolution of Prosci Research
New topic area
Major focus
Minor focus
Key

THE LARGEST BODY OF RESEARCH IN THE FIELD
OF CHANGE MANAGEMENT
TRY A TWO-WEEK FREE TRIAL OF eBEST PRACTICES
Prosci’s comprehensive research allows you to align
your change management efforts with industry best
practices, optimizing your approach to achieve results.
Leverage lessons learned from thousands of change
and project leaders.
Access best practices and benchmark data from
anywhere through the Prosci eBest Practices.
Continually updated, this app contains all of Prosci’s
most current and relevant research. Browse all topics to
sharpen your change management skills or use the
Prosci eBest Practices to find answers to your current
questions.

Agenda
•  What to expect in the new 2016
Report
•  New research areas
•  Sneak peak: Top contributors to
success
•  Trends in the discipline
•  Connecting Change Management and
business results
•  Change Management Maturity
11

What to expect in
Prosci’s new 2016
benchmarking report:
New Structure
–  Organization
–  Intro pages
New Topics
–  Culture
–  Industry
–  Change Agent
Networks
…much more…

New Structure:
Moving away
from the report
as a collection
of findings.
Moving toward a book
that tells/lays out a
narrative
Part
Chapter
Section
Finding
Intro pages
13

Organization:
Part
Chapter
Section
Finding
14

Organization:
Part Two: Change Management Application
Chapter 4: Motivation and Justification
Motivation
Drivers that caused change management
to be applied on the project
Part
Chapter
Section
Finding
15

Report Parts:
PART ONE:
Current State of Change Management
PART TWO:
Change Management Application
PART THREE:
Roles in Change Management
PART FOUR:
Adapting and Aligning Change Management
16

PART ONE:
PART ONE: Current State of Change Management
Chapter 1 Insights
Foundational findings in change
management benchmarking research
Chapter 2 Trends
What is happening at the forefront of a
maturing discipline and how it is evolving
Chapter 3 Organizational Change Capability
Move past a project-by-project
approach toward building change
capability
PART TWO: Change Management Application
PART THREE: Roles in Change Management
PART FOUR: Adapting and Aligning Change Management
17

PART TWO:
Chapter 4 Motivation and Justification
Build buy-in for the results you deliver with
project teams and senior leaders
Chapter 5 Effectiveness and Measurement
Projects with excellent change
management are six times more likely to
meet objectives
Chapter 6 Methodology
Increase change management
effectiveness
with a standard methodology
Chapter 7 Budget, Resources, Team Structure
Size and secure the right resources for
optimizing your efforts
Chapter 8 Change Management Activities
The specific steps effective change
managers take to influence project
success
Chapter 9 PM and CM Integration
The power of complementary disciplines
working in partnership toward a goal
18

PART THREE:
Chapter 10 Sponsorship
Active and visible sponsorship is the
single greatest contributor to success
Chapter 11 Managers and Supervisors
Managers and supervisors legitimize the
changes impacting the teams they lead
Chapter 12 Change Agent Network
Extend project support and credibility
through an engaged group of advocates
Chapter 13 Consultants
Strategically leverage experienced change
professionals to drive change performance
Chapter 14 Complementary Roles
Collaborate with internal support functions
to enhance change management
outcomes
19

PART FOUR:
Chapter 15 Culture and Change Management
Navigate the complexity of managing
change within the context of culture
Chapter 16 Customizing CM by Industry
Adapt change activities to the
unique challenges of your industry
Chapter 17 Aligning CM with Specific Approaches
Change management intersects with
Program Management, Lean, Agile and
CPI
Chapter 18 Managing Complex Changes
How to adapt when the project presents
difficult change management scenarios
Chapter 19 Saturation and Portfolio Management
Mitigate the cumulative and collective
impact of an increasing volume of change
20

Introduction Pages:
You are here
Punchy “why”
of this chapter
Summary
Highlights
21

New
research
areas in
Prosci’s
2016 report
Full webinar:
April 12

1.  Impact of culture on change
management
2.  Importance of cultural awareness
and global literacy in change
3.  Development and leveraging of
change agent networks
4.  Engagement of complementary
roles
in change management work
5.  Customization of change management
for vertical industry segments
6.  Certification in change management
23
New research areas in 2016 report

Top
contributors
to success
Full webinar:
April 26

Top Contributors to Success
25
1 Sponsorship
2 Approach
3 Resources
4 Communication
5 Employee Engagement
6 Integration with PM
7 Manager Engagement
1 Sponsorship
2 Approach
3 Resources
5 Employee Engagement
6 Communications
7 Manager Engagement
2013 2015

Sponsor Effectiveness
Directly Correlates to Project
Success
26

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 support and promote the change to
impacted groups
27
2016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.

Project teams ranked over 50% of their
sponsors as having only a moderate to low
understanding of their role in managing the
people side of the change and graded them
as “average to poor” in terms of
sponsorship activities.
Research Finding
* Data from 1120 participants, 2016 Change Management Best Practices study.
28

Which roles are senior leaders
struggling to effectively fill?
29

Trends in the
discipline
Full webinar:
April 19

Trends: 5-year Discipline
33
1
Integration with
PM
2
Continued
maturation
3
Internal
capabilities/ core
competency
4
Recognized/
accepted as a
discipline
5
Executive
engagement
6
General awareness
of need and value
What are the top
three trends, in the
discipline of change
management, that
you see developing
over the next
five years?

Trends: 2-year Internal
34
1 Awareness of need
2 More resources/positions
4 Establishment of CMOs
5 Broader application
6
Use of methodology/
structure
7 Leadership support
8 Demand for training
Within your
organization what
three trends in
change
management have
you seen over the
last two years?

Connecting
Change
Management
and business
results

Change Management drives
results
36
Of the 245
research
participants
who reported
having
excellent
change
management
effectiveness,
94% met or
exceeded
project
objectives
6X

Change Management drives staying
on budget
Percentageofrespondentsthatmetorexceeded
projectobjectives

Change Management drives staying
on schedule
38
Percentageofrespondentsthatmetorexceeded
projectobjectives

Change
Management
Maturity

Maturity Levels globally
40
9%
40%
37%
12%
2%
0% 10% 20% 30% 40% 50% 60%
Level 1
Level 2
Level 3
Level 4
Level 5
Percent of Respondents
Organisational Maturity 2016 – all countries
Average: 2.59

Maturity Levels Australia and
New Zealand
41
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
Average: 2.56

Actively working to build Change
Management capability
42
53%
38%
8%
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

Top five steps to build Change
Management capability
1.  Visible leadership
support
2.  Training
3.  Engagement on
projects
4.  Implementation
of tools and
methodology
5.  Demonstration of
success
44

Questions?
45

Prosci
Best Practices in Change Management
2016 Edition
Available now!
www.beinghuman.com.au
®
www.beinghuman.com | info@beinghuman.com.au| +61 2 9810 6264

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