Enterprise Change Management

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Prosci change management webinar

Enterprise Change ManagementBuilding the competency to manage change

The slides, PDF file of the slides, the one page handout and the contained content are designed for use with participation in the

Prosci © 2011 1www.change-management.com

[email protected]

contained content are designed for use with participation in the webinar. Reproduction and distribution without permission are prohibited. If you are interested in distributing this information in your organization, please contact Allison Seabeck at [email protected] or 1-970-203-9332.

Our value proposition:To help organizations build their own internal change management competencies through the development and delivery of tools and methodologies

O i i l

About Prosci ®

Webinar purpose:• Educational• Thought provoking• Insights into new development

About Prosci ®webinars

Our principles: Research-based | Holistic | Easy-to-use

Prosci by the numbers:6

1266%

2000+4000+

45,000+

Longitudinal studiesYears of researchFortune 500 companiesResearch participantsCertified practitionersRegistered members

g p• New ideas, phraseology, language,

and frameworks• Give you at least one hour per week to

think about change management

Tools or downloads referenced in this free webinar are for webinar educational purposes; reproduction or distribution of these tools in your organization will

require additional steps on your part.

Prosci © 2011 www.change-management.com 2

Prosci’s target audiences: • Change management specialists • Project teams and leaders• Executives and senior leaders• Managers and supervisors

Prosci’s channels: • Published products and tools• Web-based tools and applications• Face-to-face training• Train-the-Trainer

45,000+ Registered members

Contact:Telephone Support – 970-203-9332 Email Support – [email protected] are presented by Tim Creasey, Prosci Chief Development Officer

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AgendaLeadership

Process Project

• What is ECM

• Why ECMVision Strategy Implementation

Structure Skill

• How ECMDefine future stateDefine future state

Assess current state


Define future stateDefine future state



Engage primary sponsor


Form and prepare project team


Select deployment strategy








Build project planBuild project plan

Create change management plan


Create and present business case


Implement integrated plan










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Setting the stage

• Deploying change management is l ti l t hrelatively recent phenomenon

• Prosci’s inroads into deployment– History and experience with clients– Benchmarking research and datag– Models developed that integrate change

management, project management, project planning and business case expertise


Prosci history2004 Developed Maturity Model after research with 180 participants

2005 Special section in 2005 benchmarking study (411 participants)

Aug 2005 ECM benchmarking study (65 online participants, 18 interviews)

Nov 7-10, 2005 First ECM Summit

Jan 2006 ECM benchmarking study and whitepaper released

June 5-8, 2006 Second ECM Summit

Sept 2006 Released whitepaper, Are you looking to build CM competencies?April 17-19, 2007 Third ECM Summit

May 2007 Released ECM Roadmap

Oct 2007 Special section in 2007 benchmarking study (426 participants)


Oct 30-Nov 1, 2007 Fourth ECM Summit

May 6-8, 2008 Fifth ECM Summit

Dec 2008 Special section in 2009 benchmarking study

Ongoing Prosci ECM Labs for ECM design teamswww.change-management.com/ecmlab.htm

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House/Subdivision Framework

• Change management is • ECM is like designing aChange management is like building a house

ECM is like designing a subdivision

– How do we effectively manage the people side of change on one project?

– How do we bring change management to our entire organization?


Base-line What is change management

• Change management occurs on th j t i iti ti l lthe project or initiative level

• Change management is: – the [application of] the set of tools,

processes skills and principles forprocesses, skills and principles for managing the people side of change to achieve the required outcomes of a change project or initiative


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What is ECM

• ECM takes change management from a tool that is applied to change initiatives to an organizationalapplied to change initiatives to an organizational competency and source of competitive advantage

– Enterprise Change Management is defined by Prosci (after research and analysis) as: the systematic deployment of change management skills, tools and processes f g g , pthroughout an organization


ECM components

F h CEO

Process and tools

Leadership competency

Common approach, constantly applied

From the CEO to front-line employees

and tools p y

Strategic capability

Prosci © 2011 10

Flexibility, durability, core

competencywww.change-management.com

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Why ECM1. Cumulative benefits of change management

2. Benefit of enterprise perspective

3. External drivers demand change management competency (frequency and importance of changes)

4 I i i l h i d d4. Increase organizational change capacity and reduce impact of change saturation


1. Cumulative benefits of CM

• The better we manage the people side of change th lik l t t bj tithe more likely we are to meet objectives – Correlation data from Prosci and McKinsey research

• Avoid negative consequences– Productivity declines; passive resistance; active y ; p ;

resistance; employee disengagement; attrition; arguments; slow adoption; work-arounds; divides between "us" and “them”


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1. The story:Cumulative benefits

“Effective change management means a higher likelihood of achieving project objectives and return on investment (ROI); effective change

management on all projects (read ECM) means a higher likelihood that all changes are more


higher likelihood that all changes are more effectively implemented.”

2. Benefits of enterprise perspective

• Benefit of a common approachCommon language– Common language

– Shorter learning curve– More consistent application– Common and shared resources– Opportunity for continuous improvement– Prevention of ‘reinventing the wheel’Prevention of reinventing the wheel

• Risks of ad hoc approach– Collision of multiple approaches– Backfire and disengagement


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2. The story:Enterprise perspective

“Applying solid change management on our projects makes us more successful, but we can be

the most effective at becoming flexible and durable when we take an enterprise view –

creating a common language sharing resources


creating a common language, sharing resources and continuing to improve our approach.”

3. External drivers

• Amount of change50%

Amount of change on the rise

• Importance of change on the rise

10%

20%

30%

40%

Per

cent

of r

espo

nden

ts

• Cost of mismanaging change can not be tolerated

0%

10%

Decrease significantly

Decrease slightly

Remain unchanged

Increase slightly

Increase significantly

* 2009 benchmarking study results for expected change in the next two years


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3. The story:External drivers

“With extensive change happening right now and expected to continue in the

coming years, building the competency to manage change has become a necessity for


g g y fgrowth, innovation and survival.”

4. Increasing change capacityChange saturation

Change capacity Change disruptionNumber of changesCulture

Disruption of each

Nature of the change

History

Structure

Change management effectivenessChange mgmt

competency

Perceived need for change


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4. The story:Change capacity and saturation

“Each change that is more effectively managed consumes less of our change

capacity. When we build the organizational competency to manage change, we can t ll i th it f h


actually increase the capacity for change the organization can handle.”

What is your story?

• Why should your organization work to d l h t d b ilddeploy change management and build change management competencies?

“We as an organization should work to build change management competencies and capabilities because…” __________________________________________________________________________


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Keys for answering “Why ECM?”

• Link to your organization’s strategy and i i ( h i )mission (where are we going)

• Link to your audience’s pain points and concerns (what keeps them up at night)

Prosci © 2011 21

“Finance, finance, finance”+

Strategy and compensation

Meet objectivesOn time

On budget

www.change-management.com

How ECM

• ECM as a change and a project







Vision













Strategy















Implementation

• ECM Deployment Process

• ECM Strategy MapLeadership

Structure

Process Project

Skill


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ECM as a change and a project

• ECM has a current, transition and future state• Someone must manage the ‘technical’ side of

the project and the ‘people’ side of the change

Current Transition Future

ECM is a change! And a project!Prosci © 2011 23www.change-management.com

ECM as a change and a project

• “People” components • “Technical” components• People components– Building Awareness for

the need for change management

– Creating Desire to participate and support h t

• Technical components– What is the scope?– Who is on the team?– Who is funding,

authorizing and sponsoring the project?

change management– Build Knowledge and

Ability to fulfill roles in change management

– What are the ‘nuts and bolts’ of the solution (i.e. deploying change management)?


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Prosci ECM Deployment Process

Define future state

Vision


Form and prepare

Strategy

Build project plan


Implementation







Prosci ECM Strategy Map• Five different categories

of tactics to build ECM inProsci ECM Strategy Map

of tactics to build ECM in your organization

• An effective deployment strategy has balance

U th i ht i f

Leadership

Process Project

• Use the right mix of strategy elements based on your organization and your future state


Structure Skill

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Examples of strategy map

Prosci ECM Strategy Map

Require change management plans for every projectin excess of $500K

Leadership

Process Project

e cess o $500in order to receive funding.

Structure Skill




HR initiates an educational campaign and then transfers ownership to internal training

Leadership

Process Project

ggroup for open enrollment courses. Structure

Prosci © 2011 28

Skill


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Integrate change management processelements into the standard PM

Leadership

ProjectProcess

s a da dprocess.

Structure Skill




Create a CM staff group at a corporate level that has oversight on all

Leadership

Process Project

ove s g o aprojects for change management.

Prosci © 2011 30

Structure Skill


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??

Building your strategy map

• Inputs– Your future stateLeadership


?? ??????

?? – Your current state– Strategies that have

worked in your org– Strategies that have not

worked in your org• Output

S f i h b

Leadership

Structure

Process Project

Skill?? ?? – Set of tactics that become activities in your ECM project plan


What is your “default” view of ECM?

Failure modes to avoid

1. Not treating ECM as a project and a change2. Not defining the future state3. Not using a multi-faceted approach

Prosci © 2011 32

Current Transition Future


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ECM questions to ask yourselfPop quiz

Yes NoYes No

Is there a recognized need for building change management capabilities in the organization? Do you have sponsorship for the ECM effort?Do you have a team to take on the ECM design process?Have you defined the future state?Have you assessed the current state?Have you assessed the current state?Have you developed a holistic set of strategies and tactics for moving through the transition state?Are you addressing ECM as both a project and a change?


Next steps for building change management capabilities

Change management

The starting point: 3-day program where you learn the principles, process and tools for managing change – “understand what you are deploying” –offered as open enrollment or at your location

certificationoffered as open enrollment or at your locationwww.change-management.com/change-management-training.htm

ECM VisionOne-hour overview call with a Prosci analyst about what ECM is and how your organization will benefit – email [email protected] with “ECM Vision inquiry” in subject line

ECM LabInstructor-led ECM design session conducted over five two-hour live “ECM Sessions” and “ECM Lab” exercises and activities that your team


ECM Lab completes between each sessionwww.change-management.com/ecmlab.htm

Train-the-Trainer

Learn how to deliver Prosci’s change management training in your organization to build individual competencies www.change-management.com/tutorial-ttt.htm

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Prosci change management offerings Research-based | Holistic | Easy-to-use

Certification

3-day intensive program where you apply the methodology, process and tools to a real project as you learn them.E CEU PDU d HRCI dit

ECM Lab Instructor-led, distance learning program to develop your Enterprise Change Management strategy and tactics. Five two-hour sessions with “lab” work your team conducts in between sessions to build your approach.

Earn CEUs, PDUs and HRCI credits

Open enrollment: offered at locations across the US, and also around the world by Primary AffiliatesAt your location: for classes up to 15 participants“Awesome - truly one of the most beneficial programs I have

ever attended - immediate application on the job!”“The best training class I have had in years. Goes way beyond

the strategy and framework and focuses on real world problems and the tools to solve them.”

Methodology tools

Change Management Toolkit: 3-ring binder with CD-ROM – complete process and set of assessments, worksheets and templates

Change Management Pilot Pro: online methodology tool with “four-click” access to methodology, downloadable templates and assessments, and eLearning modules


Additional training

Onsite programs for: Executives and senior leaders; Managers and supervisors; Front-line employeesNew: Train-the-Trainer program teaches you how to deliver Prosci’s change management programs in your organization

Best Practices report

Best Practices in Change Management (2009 edition): most complete body of knowledge on change management available with benchmarking results and lessons learned from 575 change practitioners

Change management certification

• Prosci change management public sessions (Tuition: $2100)– 3-day certification program in change management

• Work on an actual change project from your organization

"Very easily the best, most educational learning experience in which I have ever participated." - Chris T.

• Utilize best practices research with more than 2000 companies worldwide • Get input from seasoned executive instructors and fellow classmates • "Hit the ground running" with your change management plans when you return• Earn 2.4 CEUs, 24 PDUs from PMI and 19.75 HRCI recertification credits• www.change-management.com/change-management-training.htm

– Offerings of the 3-day certification program: • Several times per month at locations across the United States, or at your location• Across the globe offerings by Primary Affiliates and Authorized Training Providers

“Amazing experience - career changing for me. What I learned at Prosci’s Change Management Program will allow me to transform my organization.” - Shelly Z.

“Many training sessions only give the theoretical approach, but this one took it to the next necessary step of implementation. This will jump-start the change!” - Debra Q.

“Fantastic program to bring together the project management discipline with a change management methodology.” - Keith S.

“One of the best sessions for business training I have attended. Well structured methodology for immediate impact.” - Ken M.


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Change management certification

Or bring the program to you – email [email protected] for information about onsite programs

Course locations across the U.S.

S l H l

Grand GenevaChicago, IL area

Airlie CenterWashington DC area

Plantation InnTampa, FL area

Seascape ResortMonterey Bay, CA area

Stanley HotelColorado Rocky Mountains

Peaceful Valley RanchColorado Rocky Mountains

Hotel BakerChicago, IL area

“This was the most effective and engaging course I've ever taken. I feel that I can truly use this knowledge in my personal and professional life immediately.” - Lisa S.

“The best training class I have had in years. Goes way beyond the strategy and framework and focuses on real world problems and the tools to solve them.” - Jennifer J.

“Awesome - truly one of the most beneficial programs I have ever attended - immediate application on the job!” - Robin S.

“This program absolutely over-delivered my expectations. I now feel more prepared and better equipped to do my job.”- Paul S.


Prosci Train-the-Trainer• The goal of Prosci’s Train-the-Trainer (TTT) program is to enable you to

facilitate an experience that transforms how someone sees themselves when it comes to managing the people side of change.

– www.change-management.com/ttt/index.htm

Courses you can teach following TTT:• Prosci's 3-day program for change

management practitioners and project team members

• Prosci's 1-day coaching program for managers and supervisors

• Prosci's 4 to 6-hour sponsor program for executives and senior leaders

• Prosci's 1-day primer for front-line

Topics covered in the 3.5 day TTT program:• Philosophy and principles • Success factors • Preparing for a course • The big picture • Storytelling • Transitions and activities • Facilitator challenges • Course facilitation

Prosci’s TTT program is delivered at the Change Management

Learning Center in Loveland, CO each month. See dates at the website above. Class size is

limited to 5, so seats are limited.


“Companies around the world are building competency in change management to become more flexible in today’s marketplace. Prosci’s Train-the-Trainer program gives you the ability to provide these courses internally - and for a lower cost to your organization.” ~ Jeff Hiatt President and CEO, Prosci Inc.

Prosci s 1 day primer for front line employees

Course facilitation

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Resources for applying the Prosci methodology

• The following resources were used in the creation of this webinar. If you are looking for more detailed descriptions, checklists and tools, visit www.change-management.com/bookstore.htm for ordering information.

• Resources for developing change management plan– Change Management Toolkit ($349)

• Change management principles, process, templates and checklists in an easy-to-use 3-ring binder with CD-ROM

• www.change-management.com/change-management-toolkit.htm– Change Management Pilot Pro 2010 ($449)

• Online version of Prosci’s methodology and tools• Updated content with latest best practices and new assessments • www.change-management.com/cm-pilot.htm


Reference and research materials

• Reference guides– Best Practices in Change Management benchmarking report ($249)

• 2009 benchmarking study, most comprehensive report ever • Lessons-learned and findings from 575 participants from 65 countries• www.change-management.com/best-practices-report.htm

– Change management: the people side of change ($18.95)• Introduction to and foundation in managing the people side of change• www.amazon.com and search for “change management”

– ADKAR: A model for change in business, government and our community ($18.95)y ($ )

• The definitive explanation of the ADKAR model and how it can be applied to create successful change

• www.change-management.com/adkar-book.htm


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Resources for supporting others

• Support for managers and supervisors– Change Management Guide for Managers and Supervisors ($189)

• 3-ring binder with detailed guidelines and exercises to help managers support their employees through the change processtheir employees through the change process

• www.change-management.com/managers-guide.htm– Employee Survival Guide to Change ($14.95)

• A handbook to help employees survive and thrive during change with frequently asked questions and tools for managing personal transition

• www.change-management.com/survival-guide.htm– Coaches training session (onsite, call for pricing)

• 1-day program full of exercises to apply coaching principles• Executives and senior leaders

– Executive briefing (onsite, call for pricing)• 4 to 6 hour session geared to show senior leaders how they can be successful

sponsors of change, with assessments and application on real changes


Enterprise perspectives

• In addition to the tools for applying change management on a particular change effort, Prosci has offerings to support organizations who have taken the next step – toward managing the portfolio of change and building change management competencies throughout the organizationthroughout the organization

• Change Portfolio Toolkit ($800)– A structured approach and set of tools for bringing clarity to the portfolio of

change. Use Change Scorecards, the Group Impact Matrix, Change Heat Maps and the Portfolio Dashboard to better understand and manage the portfolio of change in the organization

• www.change-management.com/portfolio-toolkit.htm

ECM L b ($4000 $250 i i f i l )• ECM Lab ($4000 + $250 per participant for materials)– A facilitated design session that helps you and your team create a customized plan

for rolling out change management in your organization. – Conducted over five “live” sessions with assignments for lab work in between by

your ECM team. • www.change-management.com/ecmlab.htm


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The slides, PDF file of the slides, the one page handout and the contained content are designed for use with participation in the webinar. Reproduction and distribution without permission are prohibited. If you are interested in distributing this information in your organization, please contact Allison Seabeck at aseabeck@prosci com or 970-203-9332at [email protected] or 970 203 9332.


Enterprise Change Management

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Transcript of Enterprise Change Management