Being Human Change Conversations Highlights of the 2016 Prosci Best Practises Report
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Transcript of Being Human Change Conversations Highlights of the 2016 Prosci Best Practises Report
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Change Conversations: Highlights of the 2016 Prosci Best Practices in Change Management Report May 2016 Presented by Vicky Emery, Director, Change Capabilities Being Human
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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?
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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!
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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
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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
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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
cent
age
of re
spon
dent
s th
at m
et o
r exc
eede
d
proj
ect o
bjec
tives
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Change Management drives staying on schedule
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Per
cent
age
of re
spon
dent
s th
at m
et o
r exc
eede
d
proj
ect o
bjec
tives
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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.
ê
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
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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.
é
é é
é
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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.
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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.
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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.
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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.
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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
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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
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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
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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
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Need more?
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§ www.beinghuman.com.au
§ www.prosci.com
§ www.portal.prosci.com