Change Conversations: Highlights of the 2016 Prosci Best Practices in Change Management Report May 2016 Presented by Vicky Emery, Director, Change Capabilities Being Human

Introducing Being Human • Founded in 1993 • Our mission: develop change-capable people and organisations so they achieve the benefits of change.

• Exclusive Prosci Affiliate Australia and New Zealand.

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Getting back to Normal… it’s a town in Illinois USA…isn’t it?

News from Being Human •  10th anniversary: certified over

5,000 participants. • Our new logo & website

coming….June! • New programs & services in 2016:

•  Prosci Experienced Practitioner Program - Sydney November

•  Prosci ECM Boot Camp - Melbourne June 16 and in house

•  A growing Senior team •  Change Management consulting -

flexible approach

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Agenda

• Key contributors to success

• Top barriers to success •  Impact of effective Change Management on business results

• What to do differently on the next project

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“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

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Don’t Log in!

Prosci by the numbers

•  1994 – Founded in Loveland (Denver) Colorado, USA

•  9 global Benchmarking Reports

•  18 years of longitudinal research

•  4,500+ research participants •  56 countries •  70% Fortune 500 companies •  50,000+ Certified practitioners

worldwide •  6,000+ Certified practitioners

Australia/New Zealand

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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.

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Snapshot of the 2016 Best Practices Report •  1,120 participants •  56 countries •  Top 3 roles:

•  Change Management team leader

•  External consultant •  Project team leader

•  6 new topics including: •  Leveraging Change Agent

Networks •  Customisation by Industry •  Cultural impacts and

adaptations

The largest body of Change Management knowledge in the world.

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1% 2% 4% 4%

15%

15%

24%

35%

Middle East Latin America Asia and Pacific Islands Africa Europe Canada Australia and New Zealand United States

Snapshot of Australia & New Zealand participants

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2016 Best Practice Highlights •  1120 organisations • Maturity • Overall effectiveness • Project/Change Lifecycle and

Resistance • Culture dimensions – Regional

and Vertical Industry • Change Agent Networks

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New Topics in the 2016 Report

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•  Culture •  Change Agent Networks •  Cultural awareness and global

literacy

How cultural awareness influences Change Management practices: 1.  Opportunities for customisation 2.  Cultural-specific adaptations 3.  Avoid cultural-specific obstacles 4.  Communication needs to be thought

through

•  Vertical Industry Customization •  Complementary Roles •  Certification in Change Management

Cultural Dimensions

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Cultural Dimensions and Adaptations

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Change Management drives results

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Of the 245 research participants who reported having excellent change management effectiveness, 94% met or exceeded project objectives

6X

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Change Management drives staying on budget

Per

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age

of re

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proj

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Change Management drives staying on schedule

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Per

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age

of re

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s th

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Greatest contributors to success

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✔

✔

2016 rank

2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.

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é

✔

✔

✔

1.  Active and visible executive sponsorship

2.  Structured Change Management approach

3.  Dedicated Change Management resources

4.  Interaction and engagement with Project Management

5.  Employee engagement and participation

6.  Frequent and open communication

7.  Engagement with middle managers

Greatest obstacles to success

1.  Lack of active and visible sponsorship

2.  Lack of change management resourcing

3.  Manager and supervisor resistance

4.  Employee resistance 5.  Lack of buy-in from project

teams

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✔

2016 rank

2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.

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Sponsor Effectiveness Directly Correlates to Project Success

22 2016 Best Practices in Change Management Report.

1,120 participants in 56 countries. Prosci Inc copyright 2016.

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 directly with employees

23 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.

24 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.

Which roles are senior leaders struggling to effectively fill?

25 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.

Use of a Change Management methodology

27 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.

34%

55% 58% 60%

72%

79% 73%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2003 2005 2007 2009 2011 2013 2015

Use of a particular methodology

Use of a consistent methodology across the organisation

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Don’t know 7%

Yes 29%

No 64%

2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.

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76% 74% 76%

23% 25% 23%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

100%

2011 2013 2015

Yes

No

Don't know

Dedicated Resources

Interaction and engagement with Project Management

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Percentage of participants who integrated Project Management and Change Management

71%

22%

7%

77%

20%

3%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Yes No Don't know

2013

2015

Did integration make an impact on achieving project

objectives?

58%

42%

0% 10% 20% 30% 40% 50% 60% 70%

Integrated Did not integrate

Tips - What would you do differently when integrating CM &PM activities on your next project?

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1.  Begin Change Management earlier

2.  Provide training on change management

3.  Ensure adequate resources for change management

4.  Engage senior leaders 5.  Engage with project

managers

Need more?

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