Prosci Change Management Webinar Five Tenets of Change Management 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 an Account Manager at
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About Prosci
About Prosci webinars
®
Our value proposition: To help organizations build their own internal change management competencies through the development and delivery of tools and methodologies
O principles: Our i i l
Research-based | Holistic | Easy-to-use
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Longitudinal studies Years of research Fortune 100 companies Research participants Certified practitioners Community members
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Educational Thought provoking s g ts into to new e de development e op e t Insights 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’s target audiences: Prosci’s channels: • Change management specialists • Published products and tools • Web-based tools and applications • Project teams and leaders • Executives and senior leaders • Face-to-face training • Managers and supervisors • Train-the-Trainer 2
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Agenda • Two paths for answering why change management management” “why
Blank sheet of paper
• Prosci’s Five Tenets of Change Management • Applying the tenets to your work 3
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Release of the 2nd Edition of
Change Management: The People Side of Change First released: Fall 2003 45 000+ in circulation 45,000+ Second edition released Dec 2012 Rewrite of Chapter 1: “Why Why change management? management?” Advancement and simplification of the case for change management
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Two Paths for Answering “Why Change Management?” 1st edition:
2nd edition:
Advantages of applying change management
The reality of how change actually happens in an organization which leads to the necessity of change management Five Tenets
Consequences of not applying change management
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“Priority is a function of context.” context ” -Stephen R. Covey
The Five Tenets give appropriate context to change management = desired benefits and outcomes 6
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Prosci Five Tenets
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1
We change for a reason.
2
Organizational change requires individual change.
3
Organizational outcomes are the collective result of individual change.
4
Change management is an enabling framework for managing the people side of change. change
5
We apply change management to realize the benefits and desired outcomes of change.
Copyright Prosci 2014. All rights reserved.
1
We change for a reason.
2
Organizational change requires individual change.
3
Organizational outcomes are the collective result of individual change.
4
Change management is an enabling framework for managing the people side of change. change
5
We apply change management to realize the benefits and desired outcomes of change.
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1
We change for a reason. What is change?
A movement out of
Through Th h
To ultimatelyy reach
Current
Transition
Future
* Arnold Van Gennep “The Rites of Passage” 9
+
Most other contributors to the discipline
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We change for a reason. Issues & Opportunities
I Internal l performance f Strategic plans Customer input Market shifts
Financial results Competitive threats
New technologies
Economic conditions
Regulation/legislation
Demands to do more with less 10
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1
We change for a reason.
Current Change drivers: • • • • • • • •
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Strategic plans Internal performance Market and economic shifts Customer input Competitive threats New technologies g Regulation/legislation Demands to do more with less
Future Change goals: • • • • • • •
Costs lower Revenues higher Market share larger Errors fewer Efficiency greater Customers more satisfied Risk exposure less
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We change for a reason.
The reason we change is to reach a future state where performance is better than in the current state.
Future
12
>
Current
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1
1 2
List the “reasons” f your change: for What are the objectives, benefits and expected results and outcomes for the project or initiative?
3 4 5
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Reasons
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We change for a reason.
2
Organizational change requires individual change.
3
Organizational outcomes are the collective result of individual change.
4
Change management is an enabling framework for managing the people side of change. change
5
We apply change management to realize the benefits and desired outcomes of change.
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Organizational change requires individual change.
2
We tend to focus on “organizational g change” g Implementing an ERP Installing Electronic Medical Records
Future
Documenting and optimizing business processes Move to a new physical location 15
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Organizational change requires individual change.
2
g change g impacts p how But each organizational specific employees do their jobs C
I had used the old legacy system…
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F
Now I’m using the new integrated system
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Organizational change requires individual change.
2
But each organizational g change g impacts p how specific employees do their jobs C
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C
F
F
I had used the old legacy system…
Now I’m using the new integrated system
I had done what I needed to…
Now I’m following the new processes
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Organizational change requires individual change.
2
g change g impacts p how But each organizational specific employees do their jobs C
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C
C
F
F
F
I had used the old legacy system…
Now I’m using the new integrated system
I had done what I needed to…
Now I’m following the new processes
I had reported to…
Now I’m reporting to
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Organizational change requires individual change.
2
But each organizational g change g impacts p how specific employees do their jobs
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Organizational change requires individual change.
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g is the individual The true unit of change
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C C C Current
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2 Identify the groups impacted by the change: Which individuals have to do their jobs differently when this change is implemented?
3 4 5
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Reasons
Impacted groups
Copyright Prosci 2014. All rights reserved.
1
We change for a reason.
2
Organizational change requires individual change.
3
Organizational outcomes are the collective result of individual change.
4
Change management is an enabling framework for managing the people side of change. change
5
We apply change management to realize the benefits and desired outcomes of change.
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3
Organizational outcomes are the collective result of individual change.
The results and outcomes of workplace changes “The are intrinsically and inextricably tied to individual employees doing their jobs differently.” Page 1, Change Management: The People Side of Change
The organization only reaches its Future State if individuals reach their own Future States.
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Future
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Organizational outcomes are the collective result of individual change.
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Speed of adoption: How quickly employees move through their transition state Slow
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Faster
Fastest
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Organizational outcomes are the collective result of individual change.
Ultimate utilization: How many employees l reach h their th i future f t state t t
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Organizational outcomes are the collective result of individual change.
Proficiency: How successfully employees perform f in i their th i future f t state t t
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Organizational outcomes are the collective result of individual change.
Especially with today’s changes, one employee l nott reaching hi his/her hi /h future f t state t t can prevent the project from delivering results F
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Future
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e.g. Enterprise Resource Planning end-to-end solution 28
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Organizational outcomes are the collective result of individual change. j ROI, Project results and outcomes
F t Future
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F tF F Future F
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Organizational outcomes are the collective result of individual change. Objective #1
Project objectives:
Objective #2
Future
Objective #3
Objective #4
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successful individual transitions
depend on
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Impacted groups
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3 4 5
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Draw the connections: Which groups must adopt and use the change in order for each “reason” or objective to be achieved?
Reasons
3
Impacted groups
Connections
Copyright Prosci 2014. All rights reserved.
1
We change for a reason.
2
Organizational change requires individual change.
3
Organizational outcomes are the collective result of individual change.
4
Change management is an enabling framework for managing the people side of change. change
5
We apply change management to realize the benefits and desired outcomes of change.
Copyright Prosci 2014. All rights reserved.
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Change management is an enabling framework for managing the people side of change.
4
We need change g management g because: The results and outcomes of change are based on the success of individual transitions Change management provides the answer to: How can we enable and encourage employees to embrace, adopt and use a change in their day-to-day work resulting from a project?
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Change management is an enabling framework for managing the people side of change.
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How can we help employees out of their current state? How can we help through H h l employees l th h their th i transition t iti state? t t ? How can we help employees arrive at their future state?
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Change management is an enabling framework for managing the people side of change.
Individual Change Management How does one person make a change successfully?
The Prosci® ADKAR® Model Awareness Desire Knowledge Ability Reinforcement ® 35
of the need for change to participate and support the change on how to change to implement required skills and behaviors to sustain the change
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Change management is an enabling framework for managing the people side of change.
Organizational Change Management What can the project team and change management resources do to support those individual transitions? Develop a customized and scaled approach
Readiness assessments, Risk evaluation, Impact Index, Special tactics, Sponsor assessment diagram, Team preparation
Create deliverables and p plans to support pp ADKAR Communication plan, Sponsor roadmap, Coaching plan, Training plan, Resistance management plan
Ensure that the change sticks
Feedback collection, Compliance audits, Gap identification, Corrective actions, Success celebrations, Measurement
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1 2 3
4 5
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Reasons
Document change management approach: • Are we using a structured approach? • Is it scaled and customized? • Who Wh iis d doing i th the change management? • Do we have a budget?
Impacted groups
Connections
4 Change management approach
Copyright Prosci 2014. All rights reserved.
1
We change for a reason.
2
Organizational change requires individual change.
3
Organizational outcomes are the collective result of individual change.
4
Change management is an enabling framework for managing the people side of change. change
5
We apply change management to realize the benefits and desired outcomes of change.
Copyright Prosci 2014. All rights reserved.
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We apply change management to realize the benefits and desired outcomes of change.
5
Because results and desired outcomes depend on individual transitions Organizational
Individual depends on
Future
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We apply change management to realize the benefits and desired outcomes of change.
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Because there are “people side” factors that determine or constrain project ROI Speed of adoption T
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Slow
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Ultimate utilization
Faster Fastest
Proficiency F
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Opt in vs. Opt out
Ability to perform
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We apply change management to realize the benefits and desired outcomes of change.
5
Because there are costs and risk of ignoring or mismanaging the people side of change Costs
Risks
Individuals Project j
REwork REdo REtrain
REdesign REcope REtreat
+ costs and risks of not attaining desired benefits and outcomes
Organization
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The REs:
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We apply change management to realize the benefits and desired outcomes of change.
5
Because the data shows that we dramatically increase our likelihood of success when we apply effective change management Percent of re espondents that met or exceeded d project objectives
100% 96% 80% 77% 60% 40%
46%
20% 16% 0% Poor Fair Good (n=244) (n=653) (n=834) Overall effectiveness of change management program
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Excellent (n=165)
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5
We apply change management to realize the benefits and desired outcomes of change.
Regardless of the “story” we choose, the underlying reason for applying change management is tied to project results, outcomes and benefits Unit of change is the individual Speed of adoption, Ultimate utilization, Proficiency Costs, Risks, REs
Project: Results Outcomes Benefits
Correlation to success 43
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1 2
How will we know:
3 4
5
• If employees are adopting and using the change? • If benefits are realized and outcomes are achieved?
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Reasons
Impacted groups
Connections
5 Change management approach
Measurement and metrics
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Applying the Five Tenets to Your Projects and Initiatives
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1
We change for a reason.
2
Organizational change requires individual change.
3
Organizational outcomes are the collective result of individual change.
4
Change management is an enabling framework for managing the people side of change.
5
We apply change management to realize the benefits and desired outcomes of change.
Copyright Prosci 2014. All rights reserved.
Interview questions for your project managers and team members: 1. We change for a reason. Q: What are the reasons for your change? 2. Organizational change requires individual change. Q: Who has to do their jobs differently as a result of your project p j or initiative? 3. Organizational outcomes are the collective result of individual change. Q: How do the individual transitions connect directly to the outcomes you expect from your change? 4. Change management is an enabling framework for managing the people side of change. Q: What structured approach are you taking to enable employees l tto embrace, b adopt d t and d use the th change? h ? 5. We apply change management to realize the benefits and desired outcomes of change. Q: How important are the benefits and desired outcomes of the change? How much are you willing to do (and invest) to make sure they are realized? 46
Reasons
Impacted p groups
Connections
Change management a age e t approach
Measurement and metrics
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Prosci’s Five Tenets of Change Management
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1
We change for a reason.
2
Organizational change requires individual change.
3
Organizational outcomes are the collective result of individual change.
4
g management g g framework for is an enabling Change managing the people side of change.
5
We apply change management to realize the benefits and desired outcomes of change.
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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 Earn CEUs, PDUs and HRCI credits Open enrollment: Locations across the US ll h and d around the world At your location: Classes for up to 12 participants Additional training Train‐the‐Trainer program: Learn to deliver Prosci’s change management programs internally Advanced Change Management: Opportunity to expand your knowledge of the discipline Audience‐based training: Change management programs for executives to front line employees ECM Boot Camp: One‐day workshop on building organization‐wide change capabilities
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Licensing Organizational licenses to Prosci models, tools, and training materials: • • • •
Deliver your own training programs Customize content to match your organization Translate into other languages into other languages Integrate with existing tools and processes Products Change Management Toolkit: 3‐ring binder with CD/USB – the complete process and set of tools for creating change management strategy and plans Change Management Pilot Pro: Online tool with “four‐click” four click access to methodology, tools, access to methodology, tools, downloadable templates and assessments, and numerous eLearning modules Best Practices in Change Management (2014 edition): Benchmarking results from 822 change practitioners – learn what works and what doesn’t work for managing the people side of change
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