Top 3 Success Strategy for Embedding Change Capabilities into Your Organisation

Pimp your Change Management - or build a change capable organisation

Presented by Catherine Smithson March 2017

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

• Prosci Primary Affiliate Australia and New Zealand.

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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

Prosci by the numbers

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Topics

• Good and not so good news • Project vs Enterprise Change

Management •  Famous 5 myths of ECM • Success strategies • Q&A

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The good news - many executives recognise the need for embedding change into the DNA

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76% Our ability to adapt is

a key source of competitive advantage.”

Pricewaterhousecoopers 2008

90% “Organisational

agility is critical to business success.”

McKinsey 2009

They see the impacts of not landing all changes

9 People * Projects * Organisation

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The bad news – most Execs are unclear on how to go about it

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Current Transition Future

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? ?

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©Prosci. Used with permission www.prosci.com

The project by project trap

•  verb: pimp; 3rd person present: pimps; past tense: pimped; past participle: pimped; gerund or present participle: pimping

•  informal •  sell or promote (something) in an extravagant or persistent

way. E.g. "he pimped their debut album to all the staff writers at Rolling Stones”

•  make (something) more showy or impressive. E.g. "he pimped up the car with spoilers and twin-spoke 18-inch alloys"

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Framing the challenge in Change Management terms

Knowledge

Ability

Desire

Awareness

Reinforcement®


Where is the gap?

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Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

A D K A R

Awareness: “I understand why…” Desire: “I have decided to…” Knowledge: “I know how to…” Abillity: “I am able to…” Reinforcement: “I will continue to…”


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Major disconnect between Change Management at project and enterprise levels

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of participants said they apply a Change

Management methodology on projects

of participants reported that over half of the

projects in their organisation applied

Change Management 2016 Best Practices in Change Management Report.

1120 participants in 56 countries. Prosci copyright 2016

Project vs enterprise Change Management Change Management is like

building a house

Fostering individual transitions to deliver

organisational results

ECM is like designing a subdivision

Embedding change agility into the organisation so it performs today

and tomorrow


Australia & New Zealand are early adopters

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Middle East

Latin America

Europe

Asia and Pacific Islands

Canada

United States

Entire study population

Africa

Australia and New Zealand

Actively working to deploy Change Management by region

2016 Best Practices in Change Management Report. 1120 participants in 56 countries. Prosci copyright 2015.

Early adopting sectors

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Entire Study Population

Oil and Gas

Information Services

Utilities

Retail Trade

Mining

Services - Other (except Public Administration)

Banking

Finance

Insurance

Pharmaceutical

Participants actively working to deploy by industry - above global average

2016 Best Practices in Change Management Report. 1120 participants in 56 countries. Prosci copyright 2015.

Famous Five Myths of ECM

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Strategies For Success

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1. ECM is a capability

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Takes years to build Consistent effort and investment Short term wins/ long term payoff

Enduring when embedded Difficult for competitors to imitate

Can erode Can be difficult to change

Source: Change Power – Turner and Crawford,1998

Level 5 Organizational Competency

Change management competency is evident at all levels of the organization and is part of the

organization's intellectual property and competitive edge

Level 4 Organizational Standards

Organization-wide standards and methods are broadly deployed for managing and leading change

Level 3 Multiple Projects

Comprehensive approach for managing change is being applied on multiple projects within organization

Level 2 Isolated Projects

Some elements of change management are being applied in isolated projects

Level 1 Ad hoc or Absent

Little or no change management applied

2. Baseline capability - Prosci Change Management

Maturity Model™

23 ©Prosci. Used with permission www.change-management.com

Five capability areas • Leadership – who is sponsoring the deployment of Change Management?

• Application – What % of projects apply Change Management processes? What is the ‘reach’ or ‘breadth’ of application across the organisation?

• Competencies – what level of training is available for people in all roles?

• Standardisation – what is the standard approach? Who ‘housekeeps’ Change Management?

• Socialisation – How do we share success stories and maintain commitment to better managing change?

24 ©Prosci. Used with permission www.change-management.com

3. Create a multi year change capability plan

Change Capability

Year 1 Goals Year 2 Goals Year 3 Goals

1. Leadership 2. Application 3. Competencies 4. Standardisation 5. Socialisation

25 ©Prosci. Used with permission www.prosci.com

Case study 1: Good intentions, poor outcomes

Change Capability




Case study 2: Good planning, great outcomes

Change Capability




Where to find today’s presentation

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More info

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beinghuman.com.au •  Free Prosci Webinars •  Free Community of

Practice Webinars •  Free Change

Conversations Seminar, Canberra, March 21

“Life comes at us in waves. We can't predict or control those waves, but we can learn to surf.”

Dan Millman

Business

Top 3 Success Strategy for Embedding Change Capabilities into Your Organisation