C H A N G E M A N A G E M E N T
BringingStructureandIntenttoBuildingYourEnterpriseChangeManagementCapabili?esProsci Webinar
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Agenda BringingStructureandIntentto
BuildingYourEnterpriseChangeManagementCapabiliMes
1 Why ü Velocityofchangeü ECM“why”menu
2 How ü Treatitasaprojectü Current/Future
3 What ü Buildcompetencies+Integrateapproachü ECMStrategyMap
4 When ü 1-yearand3-yeargoalsü AcMonplanning
5 Who ü RolesandresponsibiliMes–ECMlevelü RolesandresponsibiliMes–Projectlevel
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Agenda BringingStructureandIntentto
BuildingYourEnterpriseChangeManagementCapabiliMes
1 Why ü Velocityofchangeü ECM“why”menu
2 How ü Treatitasaprojectü Current/Future
3 What ü Buildcompetencies+Integrateapproachü ECMStrategyMap
4 When ü 1-yearand3-yeargoalsü AcMonplanning
5 Who ü RolesandresponsibiliMes–ECMlevelü RolesandresponsibiliMes–Projectlevel
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BiggerChange
MoreComplexChange
MoreCrossFuncMonal
FasterChange
MoreConnected
MoreInformaMonV.U.C.A.World
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Agility
Satura?on
StrategicImpera?ve
Compe??veDifferen?a?on
Cumula?veBenefits
Acommonapproach
Rememberwhen…
WHY ECM
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Agility
SaturaMon
StrategicImperaMve
CompeMMveDifferenMaMon
CumulaMveBenefits
Acommonapproach
Rememberwhen…
CEOssaidthattheirabilitytoadapttochangewillbeakeysourceofcompeMMveadvantagePWCsurveyof1150CEOs
76%
ExecuMvessaidorganizaMonalagilitywascriMcaltobusinesssuccessandgrowinginimportanceoverMmeMcKinseyQuarterly(Sull)
9 of 10
FromthePMI®2012PulseoftheProfession
™In-DepthReport:Organiza9onalAgility
Greater Organizational Agility
= Better Performance =
Improved Competitive Advantage
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Agility
Satura?on
StrategicImperaMve
CompeMMveDifferenMaMon
CumulaMveBenefits
Acommonapproach
Rememberwhen…
RespondentssaidthattheirorganizaMonswerenearing,atorpastthepointofsaturaMon2015Proscistudy1120changeprofessionals
78%
IndividualssufferProjectssufferOrganizaMonssuffer2015Proscistudywith1120changeprofessionals
Saturation has consequences
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Agility
SaturaMon
StrategicImpera?ve
CompeMMveDifferenMaMon
CumulaMveBenefits
Acommonapproach
Rememberwhen…
Strategic ImperaAve
Strategyischange
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Agility
SaturaMon
StrategicImperaMve
Compe??veDifferen?a?on
CumulaMveBenefits
Acommonapproach
Rememberwhen…
CompeAAve DifferenAaAon
“out-changing”asacompeMMve
advantage
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Agility
SaturaMon
StrategicImperaMve
CompeMMveDifferenMaMon
Cumula?veBenefits
Acommonapproach
Rememberwhen…
Cumulative Benefits
CMononeprojectisgood.CMonallprojectsisbeler.
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Agility
SaturaMon
StrategicImperaMve
CompeMMveDifferenMaMon
CumulaMveBenefits
Acommonapproach
Rememberwhen…
LanguageImprovementEfficiency
EffecMveness
A common approach provides
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Agility
SaturaMon
StrategicImperaMve
CompeMMveDifferenMaMon
CumulaMveBenefits
Acommonapproach
Rememberwhen…
Changesthatlookdifferentthanthe
others
WedidCMJWedidn’tL
Remember when…
C H A N G E M A N A G E M E N T
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37%
45%
52%
61%
65%
Level1
Level2
Level3
Level4
Level5
OrganizaMonswithhigherchangemanagementmaturityhavehigherprojectsuccessrates.
Projectsuccessratebymaturitylevel:
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Takeaway
1 Why
2 How
3 What
4 When
5 Who
WhyTakeaway
Wearen’ttalkingaboutbuildingchange
managementcapability,wearetalkingaboutbuildingacrucialcorecompetency.(languageandcontextmaler)
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Agenda BringingStructureandIntentto
BuildingYourEnterpriseChangeManagementCapabiliMes
1 Why ü Velocityofchangeü ECM“why”menu
2 How ü Treatitasaprojectü Current/Future
3 What ü Buildcompetencies+Integrateapproachü ECMStrategyMap
4 When ü 1-yearand3-yeargoalsü AcMonplanning
5 Who ü RolesandresponsibiliMes–ECMlevelü RolesandresponsibiliMes–Projectlevel
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Enterprise Change Management DNA/fabric/norm through individual competencies and
integrated CM approaches
Change management Catalyzing individual transiAons to deliver
organizaAonal results
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Building Change Management Capability is a Journey
Whereyouaretoday
Whereyouwanttoget
Howarewegoingtogetthere
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TransiMonState
TransiMonState
Failure Modes
2Notdefiningthefuturestate
1Nottrea?ngECMasaprojectandachange
3Notusinga
mulM-facetedapproach
CurrentState
FutureState
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Project ECM as a Change
ProjectECM
CurrentState
Transi?onState
FutureState
TechnicalSide
PeopleSideStructureandIntent
BuildorganizaMonalchangemanagementcapabiliMesand
competenciestoimproveresultsandoutcomesofprojectsandiniMaMves
Goal/Objec?ve
Charter,Sponsor,Plan,SoluMon,Team,ProjectManagement,ChangeManagement
Requirements
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Project ECM: Current State
ProjectECM
CurrentState
Transi?onState
FutureState
TechnicalSide
PeopleSide
Whatisthestateofchangemanagementintheorganiza?on
today?
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BLUF: BoTom Line Up Front
Addclaritytomaturity
Trackprogress
Establishabaseline
Focusyoureffort
Quan?fyyourmaturity
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Prosci® Change Management Maturity Model™
Level5 OrganizaMonalCompetency
ChangemanagementcompetencyisevidentatalllevelsoftheorganizaMon
andispartoftheorganizaMon'sintellectualpropertyandcompeMMveedge
ConMnuousprocess
improvementinplace
Highestprofitability,responsivenessandprojectsuccessrates
Level4 OrganizaMonalStandards
OrganizaMon-widestandardsandmethodsarebroadlydeployedformanagingandleadingchange
SelecMonofcommonapproach
Level3 MulMpleProjects
ComprehensiveapproachformanagingchangeisbeingappliedonmulMple
projectswithinorganizaMon
ExamplesofbestpracMcesevident
Level2 IsolatedProjects
Someelementsofchangemanagementarebeingappliedinisolatedprojects
ManydifferenttacMcs
usedinconsistently
Level1 AdhocorAbsent Lilleornochangemanagementapplied
People-dependentwithoutanyformalpracMcesorplans
Highestrateofprojectfailure,turnoverand
producMvityloss
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Building out the Maturity Model: Capability Areas
WhatobservableaYributescanbeused
todescribethelevelofmaturity?
Leadership1
SocializaMon5
StandardizaMon4
ApplicaMon2
Competencies3
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Prosci® Change Management Maturity Model™
CAPABILITYAREA1:
LEADERSHIP
CAPABILITYAREA2:
APPLICATION
CAPABILITYAREA3:
COMPETENCIES
CAPABILITYAREA4:
STANDARDIZATION
CAPABILITYAREA5:
SOCIALIZATION
Level5• Factor1.1• Factor1.2• Factor1.3• Factor1.4• Factor1.5• Factor1.6• Factor1.7• Factor1.8
• Factor2.1• Factor2.2• Factor2.3• Factor2.4• Factor2.5• Factor2.6• Factor2.7• Factor2.8
• Factor3.1• Factor3.2• Factor3.3• Factor3.4• Factor3.5• Factor3.6• Factor3.7• Factor3.8• Factor3.9• Factor3.10• Factor3.11• Factor3.12
• Factor4.1• Factor4.2• Factor4.3• Factor4.4• Factor4.5• Factor4.6• Factor4.7• Factor4.8• Factor4.9• Factor4.10• Factor4.11• Factor4.12
• Factor5.1• Factor5.2• Factor5.3• Factor5.4• Factor5.5• Factor5.6• Factor5.7• Factor5.8• Factor5.9• Factor5.10
Level4
Level3
Level2
Level1
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Prosci Maturity Model Audit Tour Reviewing Report
C H A N G E M A N A G E M E N T
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Project ECM: Future State
Whatwillitlooklikewhenyou’vebuiltthe
capabili?esandcompetencies?
ProjectECM
CurrentState
Transi?onState
FutureState
TechnicalSide
PeopleSide
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Future State Components
Objec?ves Metrics
VisionStatement MissionStatement
Goals
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En
terprise
Enterprise Change Management Future State of OrganizaAonal Capability
Project/
IniMaM
ve
Individu
al
• WeconsistentlymeetandexceedexpectaMonsinchange• WeareabletohandlethechangeourorganizaMonisexperiencing• WehavecreatedanorganizaMonalfootprintforchangemanagement
• We(allemployees)expectchangeandareexcitedbyitandengagedinit,notfearfulofit
• Weallsee“leadingchange”aspartofourjob;wehavetheskillstodoitandwearemeasuredonhowwellwedoit
• Weshareacommonlanguageforchange• Wehaveastandardchangemanagementmethodologyandfull
setoftoolstosupportitscommonandconsistentapplicaMon• Wehaveintegratedchangemanagementintotheprojectmanagement
approachandourimprovementprocessesandsystems
• Weappropriatelybudgetforandresourcechangemanagementonallprojects• Wehavechangemanagementpresentatthestartofeveryproject• WearemeasuringtheimpactofchangemanagementandareshowingtheReturnon
Investmentofmanagingthepeoplesideofchange
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Using the Maturity Model Audit for Future State DefiniAon
Today:
FutureAspira?on:
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Change Management a s a Core Competency
ECM=CMaaCC
TheexpectaMon,nottheexcepMon
Thenorm
Commonplace
EmbeddedinthefabricoftheorganizaMon
Partofourculture
“Whoweare,notjustwhatwedo”
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Takeaway
1 Why
2 How
3 What
4 When
5 Who
HowTakeaway
Wemustscope,designandmanagetheeffortasaprojecttobesuccessful.
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Agenda BringingStructureandIntentto
BuildingYourEnterpriseChangeManagementCapabiliMes
1 Why ü Velocityofchangeü ECM“why”menu
2 How ü Treatitasaprojectü Current/Future
3 What ü Buildcompetencies+Integrateapproachü ECMStrategyMap
4 When ü 1-yearand3-yeargoalsü AcMonplanning
5 Who ü RolesandresponsibiliMes–ECMlevelü RolesandresponsibiliMes–Projectlevel
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Enterprise Change Management Org Change Capability
ECMBuild
IndividualCompetencies
Integrate intoChanges,ProjectsandPrograms
Execs & Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Initiate Plan Design Develop Deploy
“GoLive”Kickoff
Phase3:ReinforcingChange
Phase2:ManagingChange
Phase1:PreparingforChange
A D K A R
Strategy Plans Measures
GeneralProjectLifecycle
IndividualChangeJourneyMilestones
OrganizationalChangeMgmtActivities
Majorevents
Prosci®ADKAR ®
Model
Prosci®3-PhaseProcess
Initiate Plan Design Develop Deploy Sustain
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InternalizeABCofsponsors
InternalizeCLARCroleinchange
ExpectandThriveinChange
Build Individual Competencies
DesignsoluMonswithadop?on
andusageinmindExecs & Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
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Build Individual Competencies Research-based, Role-based Training Prosci’sHolis?cApproach KeyChangeEnablingRoles
SeniorLeadership
ChangePracMMoners
ProjectTeams
MiddleManagers
FrontLineEmployees
SponsorProgram(1/2day)
PracMMonerProgram(3day)
PMProgram(1/2day)
ManagerProgram(1day)
EmployeeProgram(1day)
Role-Based
Training
CoachingSup
port
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Integrate into Changes, Projects and Programs
IniMate Plan Design Develop Deploy Sustain
RequirementatiniMaMonInventoryimpactedgroups
Definetheirchanges
Align“peopleside”andtechnicalsideac?vi?es
MeasuresuccessatbenefitrealizaMon,projectexecuMon,andindividualtransiMonlevels
Createcustomizedandscaledstrategy
ResourceCM
IntegrateCMintoprojectgates
IntegrateCMintostandardreviews
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Integrate into Changes, Projects and Programs
ChangeScorecard
CMROICalcula?on
ProjectHealth
BestPrac?ceAlignment
ADKARProgress
3-PhaseProcess
IniMate Plan Design Develop Deploy Sustain
Adoptioncontribution
Installationcontribution
100%
50%
36%
Phase1PreparingforChange
Phase2ManagingChange
Phase3ReinforcingChange
C H A N G E M A N A G E M E N T
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Unified Value ProposiAon for ECM
Leadership
Structure
Process
Skill
Project
Prosci® ECM Strategy Map
ChangeManagementtakesChangeManagement
Currentstate
Transi?onstate
Futurestate
TechnicalSide
PeopleSide
Design
Deliver
Develop
Embrace
Use
Adopt
ResultsOutcomesSuccess
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Leadership
Structure
Process Project
Skill
Prosci®ECMStrategyMap
Processe.g.Projectlaunch,Performancemanagement,Improvement
Leadershipe.g.Sponsor,Steeringcommilee,Changemgmtreviews
Skille.g.Whoneedstoknowwhat?Training,Coaching,Tools
Structuree.g.OrganizaMonalfootprint,CMO,networks,jobroles
Projecte.g.Pilots,Tiers,Departments,Regions,Triggers
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Example Approach
Requirechangemanagementplansforeveryprojectinexcessof$500Kinordertoreceivefunding
Leadership
Structure
Process
Skill
Project
Prosci® ECM Strategy Map
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Example Approach
HRiniMatesaneducaMonalcampaignandthentransfersownershiptointernaltraininggroupforopenenrollmentcourses
Leadership
Structure
Process Project
Skill
Prosci® ECM Strategy Map
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Example Approach
Integratechangemanagementprocesselementsintothestandardprojectdeliveryprocess
Leadership
Structure
Project
Skill
Process
Prosci® ECM Strategy Map
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Example Approach
Traineverynewprojectteamonchangemanagement
Leadership
Structure
Process Project
Skill
Prosci® ECM Strategy Map
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Example Approach
Createachangemanagementstaffgroupatacorporatelevelthathasoversightonchangemanagementforallprojects
Leadership
Structure
Process Project
Skill
Prosci® ECM Strategy Map
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“Change Management Takes Change Management”
AudienceIdenMficaMonandDefiniMon
ApplyChangeManagement
Whohastoembrace,adoptanduse?
Whatdoes“toadoptanduse”mean?
HowarewegoingtoencouragetheadopMon
andusageofchangemanagement?
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Reinforcement® to sustain the change
ADKAR® for the Change: “Doing Change Management”
“Changemanagementtakeschangemanagement”ECMfromanADKARperspec?ve
Ability to implement required skills and behaviors
Knowledge on how to change
Desire to parAcipate and support the change
Awareness of the need for change
Ability to apply change management
Knowledge on how to apply change management
Desire to parAcipate and support change management
Awareness of the need for change management
Reinforcement® to sustain change management
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Takeaway
1 Why
2 How
3 What
4 When
5 Who
WhatTakeaway
Tosucceed,weneedaholisMcapproachwith
mulMpletacMcs.(Leadership,Project,Skill,
Process,Structure)
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Agenda BringingStructureandIntentto
BuildingYourEnterpriseChangeManagementCapabiliMes
1 Why ü Velocityofchangeü ECM“why”menu
2 How ü Treatitasaprojectü Current/Future
3 What ü Buildcompetencies+Integrateapproachü ECMStrategyMap
4 When ü 1-yearand3-yeargoalsü AcMonplanning
5 Who ü RolesandresponsibiliMes–ECMlevelü RolesandresponsibiliMes–Projectlevel
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Sample Approach: 1 and 3 Year Goals with the ECM Strategy Map
Structure
Leadership
Skill
ProjectProcess
Prosci®ECMStrategyMap
n Whatisyouryear1goal?
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Sample Approach: 1 and 3 Year Goals with the ECM Strategy Map
Structure
Leadership
Skill
ProjectProcess
Prosci®ECMStrategyMap
n Whatisyouryear1goal? n Whatisyouryear3aspiraMon?
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GETTINGSTARTED BUILDINGMOMENTUM SUSTAINING
Leadership
Project
Skill
Structure
Process
ECM Strategy Map: Adding Timing
GETTINGSTARTED BUILDINGMOMENTUM SUSTAINING
Leadership
Project
Skill
Structure
Process
GETTINGSTARTED BUILDINGMOMENTUM SUSTAINING
Leadership
Project GetaWin!
Skill
Structure
Process
©Prosci.AllRightsReserved. 58
Example High Level ECM Strategy Map
GETTINGSTARTED BUILDINGMOMENTUM SUSTAINING
Leadership
Project
Skill
Structure
Process
Mapporwolio&targettop25%ofprojectspend(mulMpleprojects)
DevelopchangecapabiliMesforallpeoplemanagers
(managercompetencymap)
EmbedchangemanagementintoPMO,ITandproject
iniMaMonacMviMes
AlignchangerequirementswithprojectiniMaMonandfunding
HoldleadersaccountabletodemonstratetheABCsof
strongsponsorship
Establishchangemanagementasarequirementforanyprojectwithmediumorhighrisk
ProvideADKARawarenessforallshoresideemployees
AcMvelymanagethechangeporwolioandorganizaMonal
changesaturaMon
Createrulesofengagementtoenableunitstostartdeployment
EstablishchangeasaleadershipexpectaMon
(leadercompetencymap)
PrioriMze&target5strategicprojectsforiniMalchangefocus
Train1waveofchangepracMMonersandprojectteams+OEasneeded
Selectdeploymentleader,establishcoreteamandsteeringcommilee
Establishaprocesstoengage,developandredeployhigh
potenMals
Leadershipcommitmentstatement+top150leadersthroughSponsorBriefing
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Sample Sequence of Events AL
IGN EngagementKickoffWorkshop
StakeholderInterviews
StrategicAlignmentWorkshop
DESIGN
DeploymentPlanning
EnablingInfrastructureDevelopment
ContentCustomizaMon
DEPLOY
SeniorLeadershipWorkshop
PilotIdenMficaMon
PracMMonerTraining
PracMMonerCoaching
PerformancePlaworm
SponsorWorkshop
ProjectManager/TeamTraining
ManagerTraining
EmployeeChangeAgentTraining
CharterandLaunchCMO
IntegraMonintoStandardPMMethods
IntegraMonintoExisMngChangeSystems
InfusioninJobDescripMon/Reviews
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Monthly Roadmap 2017
Q1 Q2 Q3 Q4January February March April May June July August September October November December
ChangeManagementResourcing
SponsorWorkshop
Project
Enterprise Change
ManagementStrategy
BuildRoleBasedChangeCapabilityonTargetProjects
SponsorPracMMoner
ChangeManagementDeploymentPhaseI
TargetProjectEngagement
TargetProjectApplicaMon
SLTReportOut(Ask)
CustomizeMaterialsSelectProjects
ChangeManagementAwarenessBuilding
SponsorWorkshop
SponsorRe-engagement
60
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Monthly Roadmap 2018
Q1 Q2 Q3 Q4January February March April May June July August September October November December
ChangePorwolioMapping
Project
Enterprise
ChangeManagementGovernanceDevelopment
PhaseII:BuildRoleBasedChangeCapabilityonMulMpleProjectsSponsor
PracMMoner+ProjectTeamsManagers+Employees
TargetMulMpleProjects
TargetProjectApplicaMon
IntegrateintoCorporateBusinessPlanningProcess
ChangeManagementIntegraMonIntoProjectDeliveryStandards
ChangeManagementCenterofExcellence
BuildEnterpriseChangeCapability
PhaseIII:BuildRoleBasedChangeCapabilityonMulMpleProjectsSponsor
PracMMoner+ProjectTeamsManagers+Employees
TargetMulMpleProjects
61
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Takeaway
1 Why
2 How
3 What
4 When
5 Who
WhenTakeaway
CalendarspecificacMonstepsforge{ngstarted,buildingmomentumand
sustainingefforts.
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Agenda BringingStructureandIntentto
BuildingYourEnterpriseChangeManagementCapabiliMes
1 Why ü Velocityofchangeü ECM“why”menu
2 How ü Treatitasaprojectü Current/Future
3 What ü Buildcompetencies+Integrateapproachü ECMStrategyMap
4 When ü 1-yearand3-yeargoalsü AcMonplanning
5 Who ü RolesandresponsibiliMes–ECMlevelü RolesandresponsibiliMes–Projectlevel
©Prosci.AllRightsReserved. 64
ProjectApplica?ons
ChangeSponsors
ChangePracMMoner
CMTrainers
ProjectManagers
ProjectTeams
PeopleManagers
IndividualContributors
ProjectApplica?ons
ChangeSponsors
ChangePracMMoner
CMTrainers
ProjectManagers
ProjectTeams
PeopleManagers
IndividualContributors
ProjectApplica?ons
ChangeSponsors
ChangePracMMoner
CMTrainers
ProjectManagers
ProjectTeams
PeopleManagers
IndividualContributors
Roles and ResponsibiliAes: Two levels
EnterpriseDeployment
ExecuMveSponsor
SteeringCommilee
CoreTeam
DeploymentLeader
ChangeChampions
ProjectApplica?ons
ChangeSponsors
ChangePracMMoner
CMTrainers
ProjectManagers
ProjectTeams
PeopleManagers
IndividualContributors
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What Does “To Adopt and Use Change Management” Mean For Each Group?
CHANGEMANAGEMENTRESOURCE/TEAMS
• Applyastructuredapproach• Developastrategy• Customizeandscale• Createfivechangemanagementplans
EXECUTIVESANDSENIORMANAGERS
1. AcMvelyandvisiblyparMcipate2. BuildandmaintainhealthycoaliMons3. Communicatedirectlytoemployees
MIDDLEMANAGERSANDSUPERVISORS
1. Communicator2. Advocate3. Coach
PROJECTTEAM • Design,develop,delivertechnicalside• Engageandintegratepeopleside
PROJECTSUPPORTFUNCTIONS
• ProvideexperMse,knowledgeandtools• Supportdesign,development,deliveryand
adopMonandusageofthechange
4. Resistancemanager5. Liaison
©Prosci.AllRightsReserved. 66
Roles & ResponsibiliAes - Project
Role NameorGroup Expecta?onChangeSponsors • RemainacMveandvisiblethroughoutchangecycle
• BuildguidingcoaliMonstosupportchange• CommunicateeffecMvelythroughoutchangecycle• Promotethevalueofchangemanagement
ChangePracMMoner • ApplyProsci3-PhaseProcesstoprojects• PromotetheadopMonandusageofchange
managementtools,methodsandmindset• Deliverhighimpactresultsandoutcomesonchange
iniMaMves
CMTrainers Deliverhighimpactchangemanagementtrainingfor:• PeopleManagers• ProjectManagers• ProjectTeamMembers• Employees
ProjectManagers • IntegratechangemanagementintoprojectexecuMon
ProjectTeams • GainafoundaMonalunderstandingofchangemanagementprinciples
PeopleManagers • Learnaframeworktoadapttochangeandcoachdirectreportsthroughregularandongoingchange
IndividualContributors • Learnaframeworktoadapttoregularandongoingchangeandengageinthechangeprocess
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Roles & ResponsibiliAes - Enterprise
Role NameorGroup Expecta?onExecuMveSponsor • Rolemodelsponsorshipbehaviors(ABCs)
• MakeitoktopublicallyinvestinChangeasavaluedriver• Rallytheseniorleaderson-goingsupport• Holdthesteeringcommilee&coreteamaccountable• Furthersolidifychangeadvocatesaspartnerstobusinessleaders
inacceleraMngchange
SteeringCommilee • BuildtheorganizaMonalnarraMvearoundchange• Removebarriersandaddressissues• PromotechangeacceleraMonasavaluablediscipline
CoreTeam • EnsurearesultsdrivenapproachtoproduceROI• Enforcetherulesofengagement• LinkingtootherpartsoftheorganizaMon• Definethechangemanagementbrand• EmbedchangemanagementintoorganizaMonalsystems• Promotechangemgmtasavaluablediscipline–tellthestory• PrioriMzaMonofprojectsandresources
DeploymentLeader • ResponsibleforprojectprioriMzaMonandselecMon• ChampioncommunityofpracMcedevelopment• Ensureprogramqualityandadherencetomethod• ReporMngonprogress
ChangeCampions • ChampioncommunityofpracMcedevelopment• DemonstratethroughwordsandacMons
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Centralized vs. Decentralized
ConsideraMons:CulturalleaningGeographicdistribuMonWhereisthesponsorship
NeedforstandardizaMon/flexibilityCommon/variedmaturiMesWhereareCMresourcescomingfromWhatalreadyworkshere
Centralized Hybrid Decentralized
Whichapproachisrightforyou?
©Prosci.AllRightsReserved. 69
Takeaway
1 Why
2 How
3 What
4 When
5 Who
WhoTakeaway
RolesandresponsibiliMesneedtobedefinedandfosteredatboththeECMlevelandthe
projectlevel.
©Prosci.AllRightsReserved. 70
Agenda BringingStructureandIntentto
BuildingYourEnterpriseChangeManagementCapabiliMes
1 Why ü Velocityofchangeü ECM“why”menu
2 How ü Treatitasaprojectü Current/Future
3 What ü Buildcompetencies+Integrateapproachü ECMStrategyMap
4 When ü 1-yearand3-yeargoalsü AcMonplanning
5 Who ü RolesandresponsibiliMes–ECMlevelü RolesandresponsibiliMes–Projectlevel
©Prosci.AllRightsReserved. 71
Example ECM Journey Strategic Roadmap EnterpriseChangeManagementGoals
Enableincreasedspeedto
adop?onandsustainability
DeliverbeYerresultsandoutcomesfrom
changeefforts
Managesatura?onasaninputtoplanningandexecu?on
Buildchangeagilityto
becomeaHighPerforg
Establishacommon
languageforchange
Thegoalswillbeachievedthroughtheini?a?veswithinafouryearroadmap2017 2018 2019 2020
Land&Stand• Gainbuyinfrom
seniorleaders• Establishchange
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