Change Management 103

8/8/2019 Change Management 103

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Prosci. Used with permission under terms of license agreement.Prosci. Used with permission under terms of license agreement.www.changewww.change--management.commanagement.com

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Change ManagementChange Management103103

Benchmarking FindingsBenchmarking Findings


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Participants from over 500Participants from over 500

companiescompanies

More than 50 countriesMore than 50 countries


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Participant ProfileParticipant Profile


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Greatest Contributors to SuccessGreatest Contributors to Success

1.1. Active and visible sponsorship;Active and visible sponsorship;

2.2. BuyBuy--in from frontin from front--line managers andline managers and

employees;employees;3.3. Exceptional project team;Exceptional project team;

4.4. Continuous and targeted communication;Continuous and targeted communication;

5.5. Well planned and organized approach.Well planned and organized approach.


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Greatest ChangeGreatest ChangeManagement ObstaclesManagement Obstacles

1.1. Employee and staff resistance;Employee and staff resistance;

2.2. Middle management resistance;Middle management resistance;

3.3. Poor executive sponsorship;Poor executive sponsorship;

4.4. Limited time, budget and resources;Limited time, budget and resources;

5.5. Corporate inertia and politics.Corporate inertia and politics.


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Goals of ChangeGoals of Change

ManagementP

rogramManagementP

rogram

0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0

Reduce employee turnover during change

implementation

Reduce productivity loss during implementation

Reduce disruptions during change implementation

Help keep the project on schedule

Combat corporate resistance to change

Build change competency into the organization

Combat employee resistance to change

Increase the probability of success

Average of respondents based on 1 to 5 scale

0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0

Reduce employee turnover during change

implementation

Reduce productivity loss during implementation

Reduce disruptions during change implementation

Help keep the project on schedule

Combat corporate resistance to change

Build change competency into the organization

Combat employee resistance to change

Increase the probability of success

Average of respondents based on 1 to 5 scale Prosci


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Reasons ForReasons ForEmployee ResistanceEmployee Resistance

1.1. Lack of awareness;Lack of awareness;

2.2. Comfort with status quo and fear ofComfort with status quo and fear of

unknown;unknown;3.3. Organizational history and culture;Organizational history and culture;

4.4. Opposition to new technologies,Opposition to new technologies,

requirements and processes;requirements and processes;5.5. Fear of job loss.Fear of job loss.


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Reasons for Manager ResistanceReasons for Manager Resistance

1.1. Loss of power and control;Loss of power and control;

2.2. Overload of current tasks, pressures of dailyOverload of current tasks, pressures of daily

activities and limited resources;activities and limited resources;3.3. Lack of skills and experience needed to manageLack of skills and experience needed to manage

the change effectively ;the change effectively ;

4.4. Fear of job loss;Fear of job loss;

5.5. Disagreement with the new way;Disagreement with the new way;

6.6. Skepticism about the need for change.Skepticism about the need for change.


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Executive Sponsor AssessmentExecutive Sponsor AssessmentMost common mistakesMost common mistakes

Not visibly supporting the change throughoutNot visibly supporting the change throughoutthethe entireentire process;process;

AbdicatingAbdicating the responsibility or delegatingthe responsibility or delegating

down;down;

Not communicating the theNot communicating the the reason and needreason and needfor change and the future state multiple timesfor change and the future state multiple times

through multiple media;through multiple media; Failing to build a coalition of business leadersFailing to build a coalition of business leaders

and stakeholders to support the project.and stakeholders to support the project.


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Executive Sponsor Assessment (cont.)Executive Sponsor Assessment (cont.)

Moving on to the next change before theMoving on to the next change before thecurrent change is in place orcurrent change is in place or changing prioritieschanging prioritiestoo soon after the project has started;too soon after the project has started;

UnderestimatingUnderestimating resistance to change and theresistance to change and theneed to manage the people side of the changeneed to manage the people side of the changeprocess;process;

Failing to setFailing to set expectationsexpectations with midwith mid--levellevel

managers and frontmanagers and front--line supervisors;line supervisors; SpendingSpending too little timetoo little time on the project and withon the project and with

the project team.the project team.


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Top Team Member CriteriaTop Team Member Criteria

1.1. Excellent communication skills;Excellent communication skills;

2.2. Business influence;Business influence;

3.3. Commitment to change;Commitment to change;

4.4. Change management experience;Change management experience;

5.5. Knowledge of the business;Knowledge of the business;6.6. Team player.Team player.


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Communication FrequencyCommunication Frequency

Percent of respondents

0% 5% 10% 15% 20% 25% 0% 5% 40% 45%

Less t n ont

Mont

Se er t es ont

Wee

Se er t es wee

D ct

Des red

Prosc


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Who Should Deliver the Message?Who Should Deliver the Message?

The employee's

supervisor

31

Executive

manager

11

EO/ resident

25

enior manager11

epartment

head

%

Change

managementteam member

%

Change

management

team leader

6%

Prosci


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What Would You Do Differently WithWhat Would You Do Differently WithRegard to Communication?Regard to Communication?

1.1. More communications (more frequent);More communications (more frequent);

2.2. Begin communications sooner in theBegin communications sooner in the

project;project;3.3. More faceMore face--toto--face communications;face communications;

4.4. More communications from executiveMore communications from executive

sponsors and senior managers;sponsors and senior managers;5.5. More about the impact of the change on theMore about the impact of the change on the

employees.employees.


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TrainingTraining

Topics oftraining:Topics oftraining:

1.1. Specific details ofchange:Specific details ofchange:

-- New processes;New processes;

-- Systems training;Systems training;-- Technical training.Technical training.

2.2. Change management:Change management:

-- Personally dealing withchange;Personally dealing withchange;

-- Managing resistance;Managing resistance;-- Being successful in a changing environment;Being successful in a changing environment;

3.3. Why the change is taking place.Why the change is taking place.


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TrainingTraining

Whogenerates training requirements:Whogenerates training requirements:

1.1.Change management team;Change management team;

2.2. Employee representative;Employee representative;

3.3. Training organization;Training organization;

4.4. Design team;Design team;5.5. Others.Others.


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TrainingTraining

Whoshoulddevelop the training:Whoshoulddevelop the training:

1.1. Training organization;Training organization;2.2. Change management team;Change management team;

3.3. Design team;Design team;

4.4. Others.Others.


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TrainingTraining

Whoshoulddeliver the training:Whoshoulddeliver the training:

1.1. Training organization;Training organization;2.2. SME s;SME s;

3.3. Advancedandskilledemployees;Advancedandskilledemployees;

4.4. Change management team.Change management team.


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Type of ChangesType of Changes

0% 10% 20% 30% 40% 50%

Other

Job role change

yste s change

Organizationalchange

Process change

All of the above


003

000

0% 10% 20% 30% 40% 50%

Other

Job role change

yste s change

Organizationalchange

Process change

All of the above


003

000

Prosci


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Prosci. Used with permission under terms of license agreement.Prosci. Used with permission under terms of license agreement.

www.changewww.change--management.commanagement.com20

Scope of ChangeScope of Change

0%

10%

20%

30%

40%

50%

60%

Within a

orkgroup

ingle

depart ent

ultiple

depart ents

ingle

division

ultiple

divisions

Entire

enterprise

Percentofrespondents

2000

2003

0%

10%

20%

30%

40%

50%

60%

Within a

orkgroup

ingle

depart ent

ultiple

depart ents

ingle

division

ultiple

divisions

Entire

enterprise

Percentofrespondents

2000

2003

Prosci


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Number of Staff ImpactedNumber of Staff Impacted

0%

5%

10%

15%

20%

25%

Less than

10

10 to 50 50 to 100 100 to 500 500 to

1000

1000 to

5000

More than

5000

Percentofresponde

nts

2000

2003

Prosci


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Industry SegmentIndustry Segment

Gov r m t - t t

or oc l7

v lopm t

f ct ri

Cons lting

14%

Ot r

%

Financ anking

10%

Education

7%

Service Industry

%

Telecommunications

4%

Healt Care4%

Computer (H SW)

anufacturer

4%

rosci

Documents

Change Management 103