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1 Prosci change management webinar Increasing change management maturity and : Prosci and EY 1 Americas 55,800+ people EMEIA 96,700+ people Asia-Pacific 31,700+ people Japan 7,200+ people 150 countries 1,000+ change management professionals 220,000+ people (enhanced cross teaming) Numerous industry awards for change management excellence recent awards include 5 wins out of 13 nominations from the Association of Management Consulting Firms (AMCF) 2... Prosci s mission To help individuals and organizations build their own change management capabilities through development and delivery of research-based, holistic, and easy-to-use tools and methodologies.... Prosci by the #s: % 4, , ,000+ Longitudinal studies Years of research Fortune 100 companies Research participants Certified practitioners Community members... Contact Prosci: Telephone: Website: Copyright 2015 Prosci. All rights reserved. 1

2 Session objectives Need for Defining Appetite for Maturity model Growing Barriers/ challenges In this session you will: Understand the need for Explore definitions of organizational and change, and define for your own organization Learn a simple, powerful maturity model for change Receive best practices and immediately actionable steps for building change Hear how organizations have tackled the challenges faced when building change through case studies of real Prosci and EY clients Contribute to real-time research on the topic 3 Need for Defining Appetite for Maturity model Growing Barriers/ challenges 4 Copyright 2015 Prosci. All rights reserved. 2

3 Today s change requires Bigger Velocity of change: Demand side pull Connected Faster Complex Strategic imperative: Strategy is change Out-changing as a competitive advantage Change leadership competencies throughout 5 Agility is an organizational imperative Scale/growth Speed to market Increased connection with stakeholders Simplify complexity Market forces are continuously pushing organizations to be increasing agile in their go-tomarket strategy. Greater success is found within organizations that are collaborative (as individuals and as functions); are self-organizing toward a common goal; and are adaptive, making rapid, iterative, incremental improvements with targeted client needs in mind. 6 Copyright 2015 Prosci. All rights reserved. 3

4 Enhanced increases market relevance Strategic vision Organizational alignment Competitive advantage Responsive change management is a key differentiator in enhancing organizational Examples in action: EY worked with a global agricultural client to enable organizational transformation with a comprehensive change management (OCM) program: Customer-centric OCM strategy and deployment Flexible and responsive enablement approach More efficient operating model Meet evolving customer needs Enhance client to supplier collaboration and transparency 7 Contributing to real-time research Which motivators are at play in your organization s effort? - Scale/growth - Speed to market - Increased connection with stakeholders - Simplify complexity - Other (type in to chat pane) 8 Copyright 2015 Prosci. All rights reserved. 4

5 Agenda Need for Defining Appetite for Maturity model Growing Barriers/ challenges 9 Change / DNA/fabric/norm through individual competencies and integrated CM approaches Change management Catalyzing individual transitions to deliver organizational results 10 Copyright 2015 Prosci. All rights reserved. 5

6 Defining The ability to transform information into insight in response to market movements. Organisational : How business can survive and thrive in turbulent times, The Economist Intelligence Unit, The speed and ability of a business to identify and react to internal and external events that could and do occur. Optimizing and balancing corporate for insurers, EYGM Limited, The result of integrating alertness to changes with a to use resources in responding to such changes, all in a timely, flexible, affordable, relevant manner. Understanding Organizational Agility: A Work-Design Perspective, Clyde Holsapple, Xun Li, University of Kentucky, What is your definition of? 11 Contributing to real-time research How do you define change? 12 Copyright 2015 Prosci. All rights reserved. 6

7 Contributing to real-time research What is the level of a common, shared definition of change in your organization? -5 Complete shared definition -4 Mostly shared definition -3 Some shared definition -2 Slight shared definition -1 No shared definition 13 Agenda Need for Defining Appetite for Maturity model Growing Barriers/ challenges 14 Copyright 2015 Prosci. All rights reserved. 7

8 What drives an appetite to enhance organizational? Culture Some companies have built into their culture Organizations with integrated into their culture have a distinct advantage in the market Survival imperative Some organizations realize they have to be agile to continue to exist A robust change that facilitates organizational is a key differentiator 15 Contributing to real-time research What are your organization s reasons/drivers for enhancing your organizational? 16 Copyright 2015 Prosci. All rights reserved. 8

9 Contributing to real-time research What is your organization s appetite for building? - 5 Huge appetite - 4 Large appetite - 3 Moderate appetite - 2 Small appetite - 1 No appetite 17 Agenda Need for Defining Appetite for Maturity model Growing Barriers/ challenges 18 Copyright 2015 Prosci. All rights reserved. 9

10 How mature is your organizational change? Level 5 Level 4 Level 3 Level 2 Level 1 Organizational Competency Organizational Standards Multiple Projects Isolated Projects Ad Hoc or Absent Change management competency is evident all levels of the organization and is part Maturity of the organization's drivers: intellectual property and competitive edge Burning platform Desire Awareness Expertise/ Organization-wide standards and methods are broadly deployed for managing and leading change Comprehensive approach for managing change is being applied on multiple projects within organization Some elements of change management are being applied in isolated projects Little or no change management applied Continuous process improvement in place Selection of common approach Examples of best practices evident People-dependent without any formal practices or plans Highest profitability, responsiveness and project success rates Robust change enables an organization to make Many different rapid tactics used adjustments in response inconsistently to market forces. Highest rate of project failure, turnover and productivity loss Prosci Change Management Maturity Model 19 Prosci Change Management Maturity Model 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 Continuous process improvement in place Highest profitability, responsiveness and project success rates Level 4 Organizational Standards Organization-wide standards and methods are broadly deployed for managing and leading change Selection of common approach Level 3 Multiple Projects Comprehensive approach for managing change is being applied on multiple projects within organization Examples of best practices evident Level 2 Isolated Projects Some elements of change management are being applied in isolated projects Many different tactics used inconsistently Level 1 Ad Hoc or Absent Little or no change management applied People-dependent without any formal practices or plans Highest rate of project failure, turnover and productivity loss 20 Copyright 2015 Prosci. All rights reserved. 10

11 Moving companies up the maturity spectrum leads to market results Examples in action: EY worked with a regional bank client to enable a technology and organizational transformation with an integrated OCM program to: Improve business processes Establish a structured and reusable OCM approach Enhance stakeholder management Respond efficiently to regulatory and reporting requirements Leverage established and strong client culture to meet emerging market needs Examples in action: EY worked with a large US utilities client to create a road map to accelerate customer awareness and adoption to: Create shared purpose and vision Evaluate and enhance existing organizational resources capable of meeting evolving market needs Meet new market forces with greater transparency, control and options Move organization from process-driven to outcome-driven focus 21 Prosci Change Management Maturity Model Level 5 Level 4 Organizational Competency Organizational Standards Where is your organization today? Level 3 Level 2 Multiple Projects Isolated Projects? Level 1 Ad Hoc or Absent 22 Copyright 2015 Prosci. All rights reserved. 11

12 Contributing to real-time research What is your current level of maturity? - Level 5 Organizational Competency - Level 4 Organizational Standards - Level 3 Multiple Projects - Level 2 Isolated Projects - Level 1 Ad hoc or Absent 23 Agenda Need for Defining Appetite for Maturity model Growing Barriers/ challenges 24 Copyright 2015 Prosci. All rights reserved. 12

13 How does my organization move up the maturity spectrum? Change takes more than chatter, want to or magic. I d like three orders of change from page 145, please. Change requires integrating into changes, projects and programs. 25 What is enterprise change management? Build individual competencies CM Integrate into changes, projects and programs Execs & Senior Leaders Middle Managers & Supervisors Frontline Associates Initiate Plan Design Develop Deploy Sustain General Project Lifecycle Individual Prosci Change Journey ADKAR Milestones Model Organizational Change Mgmt Activities Kick off Go Live Initiate Plan Design Develop Deploy Prosci 3-Phase Process Phase 1: Preparing for Change Major events A D K A R Phase 2: Managing Change Phase 3: Reinforcing Change Strategy Plans Measures 26 Copyright 2015 Prosci. All rights reserved. 13

14 Data on biggest barriers and obstacles Lack of understanding of and buy-in for change management Poorly resourced and executed deployment effort No leadership commitment or consistent sponsorship Lack of application of change management Lack of expertise Conflicting priorities Lack of focus or prioritization No participation by managers and supervisors Prosci research 27 Contributing to real-time research What is the biggest barrier to increasing change for your company? 28 Copyright 2015 Prosci. All rights reserved. 14

15 Removing barriers to increasing organizational Examples in action: EY worked with a financial services client to define, implement and scale up an organizational change management program to: Gain stakeholder buy-in Drive front, middle and back office impacts Build client OCM Create a self-regulated workforce Create an embedded culture of change Enable flexibility and speed for high-impact changes Examples in action: EY worked with a global advertising and marketing client to enable large-scale technology and organizational transformation with an integrated OCM program to: Develop trust through highly collaborative program activities Define nimble OCM team structure to establish ongoing organizational Drive resource productivity gains Enhance innovation and creativity by removing organizational barriers Create a culture of continuous engagement 29 Session objectives Need for Defining Appetite for Maturity model Growing Barriers/ challenges In this session you will: Understand the need for Explore definitions of organizational and change, and define for your own organization Learn a simple, powerful maturity model for change Receive best practices and immediately actionable steps for building change Hear how organizations have tackled the challenges faced when building change through case studies of real Prosci and EY clients Contribute to real-time research on the topic 30 Copyright 2015 Prosci. All rights reserved. 15

16 EY support Business engagement Business readiness For more information, contact the following members of EY s People and Organizational Change Leadership Team: Charlie Goldwasser Los Angeles Dana Moore Chicago The better the question. The better the answer. The better the world works. Nathan Fisher Detroit 31 Prosci ECM support ECM Advisory Services ECM Boot Camp Kickoff Sponsor Scorecard One-day workshop messaging Development on building your Business Case Project ECM Leadership Structure strategy Development Train-the-Trainer and plans ($889) and intent Charter ECM Sponsor Briefing Ongoing Coaching Proofs of Call or Pilot Trainings success dates Sept 22 Define - Denver, the CO Sept 25 - Calgary, AB Future Oct 8 - London Oct 15 - Portland, OR Inquire re: on-site Design the If you're serious about achieving Transition true change management as one of your core organizational competencies, then find a way to get to this course. ECM Roadmap Online guide with instructions, guidance, research and tools ($479) Resource and apply CM Maturity Model Audit Web-based assessment of maturity across 50 observable factors $30/mo $300/yr 32 Copyright 2015 Prosci. All rights reserved. 16

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