Prosci Research Methodology Training Advisory Services

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1 Prosci Change Management Webinar Auditing Change Management Maturity Prosci Research Methodology Training Advisory Services Prosci s Mission To help individuals and organizations build their own change management competencies through development and delivery of researchbased, holistic, and easy-to-use tools and methodologies.... Prosci by the #s: % , ,000+ Longitudinal studies Years of research Fortune 100 companies Research participants Certified practitioners Community members Our Principles: Research-based Holistic Easy-to-use Contact Prosci: Telephone: solutions@prosci.com Website: Our Resources: Published products and tools Web-based tools and applications Face-to-face training Train-the-Trainer 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 Webinars Educational Thought provoking Insights into new development New ideas, phraseology, language, and frameworks Give you at least an hour per week to think about change management 2 Copyright 2016 Prosci. All rights reserved. 1

2 Agenda Case for What is Auditing Change capability Change agility Change in the DNA Enterprise Change Management 3 Case for: Velocity of Change Bigger Faster Demand Side Pull Connected Complex 4 Copyright 2016 Prosci. All rights reserved. 2

4 Case for: It takes a Village Change leadership competencies throughout 7 Agenda Case for What is Auditing Change capability Change agility Change in the DNA Enterprise Change Management 8 Copyright 2016 Prosci. All rights reserved. 4

5 I d like three orders of change agility from page 145, please. Change agility takes more than chatter, want to or magic 9 Enterprise Change Management Org change capability Build Individual Competencies ECM Integrate into Changes, Projects and Programs Execs & Senior Leaders Middle Managers & Supervisors Front-Line 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 10 Copyright 2016 Prosci. All rights reserved. 5

6 Individual Competencies Internalize ABC of sponsors Internalize CLARC role in change Execs & Senior Leaders Middle Managers & Supervisors Design solutions with adoption and usage in mind Expect and Thrive in Change Front-Line Associates 11 Individual Competencies Hiring Objectives On-boarding Training Coaching Execs & Senior Leaders Middle Managers & Supervisors Front-Line Associates Competency Models Development Plans Performance Reviews 12 Copyright 2016 Prosci. All rights reserved. 6

7 Individual Competencies Research-based, Role-based Training Prosci s Holistic Approach Sponsor Program (1/2 day) Key Change Enabling Roles Senior Leadership Role-Based Training Coaching Support Practitioner Program (3 day) PM Program (1/2 day) Manager Program (1 day) Change Practitioners Project Teams Middle Managers Employee Program (1 day) Front Line Employees 13 Integrate into Changes, Projects and Programs Requirement at initiation Inventory impacted groups Define their changes Align people side and technical side activities Measure success at benefit realization, project execution, AND individual transition levels Initiate Plan Design Develop Deploy Sustain Create customized and scaled strategy Resource CM Integrate CM into project gates Integrate CM into standard reviews 14 Copyright 2016 Prosci. All rights reserved. 7

8 100% 50% 36% Adoption contribution Installation contribution Auditing Change Management Maturity Integrate into Changes, Projects and Programs General Project Lifecycle Kick off Major events Go Live Initiate Plan Design Develop Deploy Individual Change Journey Milestones Prosci ADKAR Model A D K A R Organizational Change Mgmt Activities Prosci 3-Phase Process Phase 1: Preparing for Change Phase 2: Managing Change Phase 3: Reinforcing Change Strategy Plans Measures 15 Change Scorecard Integrate into Changes, Projects and Programs Initiate Plan Design Develop Deploy Sustain CMROI Calculation Project Health Best Practice Alignment ADKAR Progress 3-Phase Process Phase 1: Preparing for Change Phase 2: Managing Change Phase 3: Reinforcing Change solutions@prosci.com to learn more 16 Copyright 2016 Prosci. All rights reserved. 8

9 Enterprise Change Management DNA/Fabric/Norm through individual competencies and integrated CM approaches Change Management Catalyzing Individual Transitions to Deliver Organizational Results 17 Upcoming ECM Boot Camp Opportunities: ECM Boot Camp FEBRUARY 25, 2016 SAN FRANCISCO, CA Tim Creasey, Prosci Chief Innovation Officer Add STRUCTURE and INTENT to the organizational change management capability journey Why ECM What is your ECM Your ECM Journey Agility Saturation Strategic Imperative Building individual competencies and embedding change practices Current State Transition State Future State Technical side Current Transition Future People side * ECM Boot Camp fulfill requirements for Prosci Advanced Tracks Additional 2016 dates (solutions@prosci.com regarding onsite): May 19 Dallas Aug 11 Prosci HQ Nov 17 Chicago Copyright 2016 Prosci. All rights reserved. 9

10 Agenda Case for What is Auditing Change capability Change agility Change in the DNA Enterprise Change Management 19 BLUF: Bottom Line Up Front Add clarity to maturity Quantify your maturity Establish a baseline Track progress Focus your effort 20 Copyright 2016 Prosci. All rights reserved. 10

11 Where you are today How you will get there Where you want to be Build change capability/agility to deliver better results and outcomes of change, increase resilience Sponsor and reduce saturation. messaging Define the Future Leadership Structure and intent Charter ECM Design the Transition Proofs of success CMO, CoE, CoP Assess the Current Strategically select Resource and apply CM Rigorously document 21 Prosci Change Management Maturity Model History March: Released Maturity Model August: Released Whitepaper ECM Summit ECM Lab ECM Suite: - CM-MM Audit - ECM Boot Camp -ECM Roadmap Version 2 of Maturity Model Audit 22 Copyright 2016 Prosci. All rights reserved. 11

12 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 23 Level 1 Ad hoc or Absent Level 5 Level 4 Level 3 Change management is: Seen as: A distraction from the focus on installing technical solutions Applied when: Not at all, or as a last resort and as a reaction Level 2 Level 1 Practiced by: Dependent on particular individual practitioners Not at all by managers and leaders 24 Copyright 2016 Prosci. All rights reserved. 12

13 Level 2 Isolated Projects Level 5 Level 4 Change management is: Seen as: Important by some Unimportant by most Level 3 Level 2 Applied when: On few projects, from initiation On some projects, in reaction to resistance On most projects, not at all Practiced by: Handful of unaffiliated practitioners Level 1 25 Level 3 Multiple Projects Level 5 Level 4 Change management is: Seen as: A structured approach that adds value Level 3 Level 2 Level 1 Applied when: Localized in particular parts of the organization At initiation on some projects Still missing or as a reaction on many Practiced by: Practitioners who are starting to work together Some senior leaders, managers and supervisors 26 Copyright 2016 Prosci. All rights reserved. 13

14 Level 4 Organizational Standards Level 5 Level 4 Change management is: Seen as: An important success factor on all projects A common and standard approach Level 3 Level 2 Level 1 Applied when: Regularly at project initiation or planning Integrated into project management approach Practiced by: Most practitioners and project teams Most senior leaders, managers and supervisors Potentially a centralized functional group 27 Level 5 Organizational Competency Level 5 Level 4 Level 3 Level 2 Level 1 Change management is: Seen as: A critical core competency for the organization Essential on all projects and initiatives Second nature and commonplace Applied when: At the start of projects and initiatives On virtually all project and non-project changes Inseparable from project delivery processes Practiced by: Practitioners, project teams, technical professionals All senior leaders, managers and supervisors Centralized functional group 28 Copyright 2016 Prosci. All rights reserved. 14

15 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 Study Results Organizational maturity: Project success rate by maturity level: Level 5 2% Level 5 65% Level 4 12% Level 4 61% Level 3 37% Level 3 52% Level 2 40% Level 2 45% Level 1 9% Level 1 37% 0% 50% 0% 70% 30 Copyright 2016 Prosci. All rights reserved. 15

16 Building out the Maturity Model: Capability Areas Five Capability Areas: 1. Leadership What observable attributes can be used to describe the level of maturity? 2. Application 3. Competencies 4. Standardization 5. Socialization 31 Capability Area 1: Leadership Not general leadership, but leadership support specifically for change management Example factors: Primary sponsor Sponsor coalition Communications from key leaders Vision for deployment effort Leadership review Business rules, policies, procedures Change management as requirement 32 Copyright 2016 Prosci. All rights reserved. 16

17 Capability Area 2: Application Use of change management processes and tools on projects and initiatives Example factors: Percent of projects applying CM Parts of organization applying CM Common approach Available tools Resources availability for applying CM 33 Capability Area 3: Competencies Competency and skill-building for leading change throughout the organization Example factors: Training and competencies for: Practitioners Executives and senior leaders Managers and supervisors Employees Project teams Training effectiveness Continuous education opportunities 34 Copyright 2016 Prosci. All rights reserved. 17

18 Capability Area 4: Standardization Move toward common and consistent application of an organizational standard approach Example factors: Adoption of a standard approach Provision of standard tools Continuous improvement of approach Criteria for applying CM Integration into standard project delivery process and systems 35 Capability Area 5: Socialization Understanding, appreciation and acknowledgement of the necessity of change management Example factors: Executive charter Understanding of value Buy-in and support Common and shared definition Viewed as competitive differentiator Cultural value 36 Copyright 2016 Prosci. All rights reserved. 18

19 Prosci Change Management Maturity Model Capability Area 1: Leadership Capability Area 2: Application Capability Area 3: Competencies Capability Area 4: Standardization Capability Area 5: Socialization Level 5 Capability Area Factors: Capability Area Factors: Capability Area Factors: Capability Area Factors: Capability Area Factors: Level 4 Level 3 Level 2 -Factor1.1 -Factor 1.2 -Factor 1.3 -Factor 1.4 -Factor 1.5 -Factor 1.6 -Factor 1.7 -Factor 1.8 -Factor2.1 -Factor 2.2 -Factor 2.3 -Factor 2.4 -Factor 2.5 -Factor 2.6 -Factor 2.7 -Factor 2.8 -Factor3.1 -Factor 3.2 -Factor 3.3 -Factor 3.4 -Factor 3.5 -Factor 3.6 -Factor 3.7 -Factor 3.8 -Factor Factor Factor Factor Factor4.1 -Factor 4.2 -Factor 4.3 -Factor 4.4 -Factor 4.5 -Factor 4.6 -Factor 4.7 -Factor 4.8 -Factor Factor Factor Factor Factor5.1 -Factor 5.2 -Factor 5.3 -Factor 5.4 -Factor 5.5 -Factor 5.6 -Factor 5.7 -Factor 5.8 -Factor Factor 5.10 Level 1 37 Prosci Change Management Maturity Model Capability Area 1: Leadership Capability Area 2: Application Capability Area 3: Competencies For each of the 50 factors, rubric scoring describes Level 1, Level 2, Level 3, Level 4, Level 5 Capability Area 4: Standardization Capability Area 5: Socialization Level 5 Level 4 Level 3 Level 2 Level 1 Capability Area Factors: Factor 1 -Factor1.1 -Factor 1.2 -Factor 1.3 -Factor 1.4 Level -Factor Factor 1.6 -Factor 1.7 -Factor 1.8 Level 4 Level 3 Level 2 Level 1 Capability Area Factors: -Factor2.1 -Factor 2.2 -Factor 2.3 -Factor 2.4 -Factor 2.5 -Factor 2.6 -Factor 2.7 -Factor 2.8 Capability Area Factors: -Factor3.1 -Factor 3.2 -Factor 3.3 -Factor 3.4 -Factor 3.5 -Factor 3.6 -Factor 3.7 -Factor 3.8 -Factor Factor Factor Factor 3.12 Capability Area Factors: -Factor4.1 -Factor 4.2 -Factor 4.3 -Factor 4.4 -Factor 4.5 -Factor 4.6 -Factor 4.7 -Factor 4.8 -Factor Factor Factor Factor 4.12 Capability Area Factors: Level of sponsorship for institutionalizing change management across the enterprise -Factor5.1 -Factor 5.2 -Factor 5.3 -Factor 5.4 -Factor 5.5 -Factor 5.6 -Factor 5.7 -Factor 5.8 -Factor Factor 5.10 An executive sponsor (with the required authority and span of control) has been designated and is actively and visibly supporting the effort A senior level sponsor has been designated and is supporting the effort The right sponsor has been designated, but is not engaged, active or visible A sponsor has been designated, but is either not the right sponsor or is not engaged There is no sponsor for the institutionalization effort 38 Copyright 2016 Prosci. All rights reserved. 19

21 Prosci Maturity Model Audit Tour Reviewing Report Overall Results Results by Capability Area Low Maturity Factors Your Insights and Comments See Progress Over Time Full Maturity Model Audit 41 Prosci Maturity Model Audit Tour Overall Results 42 Copyright 2016 Prosci. All rights reserved. 21

24 Prosci Maturity Model Audit Tour Your Full Maturity Model Audit All 50 Factors With your scores 47 Prosci Maturity Model Audit Define agility Baseline current Change Maturity Evaluate all five capability areas Create free account at: portal.prosci.com Find in Available Resources Maturity Model Audit $30 USD/mo TRIAL AVAILABLE Scroll below description to activate your trial Full access, no obligation 14 day trial Free Trial Identify risk areas and develop next steps Create comparative reports over time 48 Copyright 2016 Prosci. All rights reserved. 24

25 Where you are today How you will get there Where you want to be Build change capability/agility to deliver better results and outcomes of change, increase resilience Sponsor and reduce saturation. messaging Define the Future Leadership Structure and intent Charter ECM Design the Transition Proofs of success CMO, CoE, CoP Assess the Current Strategically select Resource and apply CM Rigorously document Study Results Factors that influenced movement in organizational maturity 1. CM benefit awareness 2. Leadership and dedicated teams 3. Methodology use 4. Business growth or structural change 5. Resource allocation 50 Copyright 2016 Prosci. All rights reserved. 25

26 Keys to ECM Success Enterprise Change Management Sponsor messaging Charter ECM CMO, CoE, CoP Leadership Build change capability/agility to deliver better results and outcomes of change, increase resilience and reduce saturation. Proofs of success Structure and intent Assess the Current Define the Future Design the Transition Strategically select Resource and apply CM Rigorously document 51 Project ECM as a Change Project ECM: Technical side Current Transition Future People side Goal/objective: Build organizational change management capabilities and competencies to improve results and outcomes of projects and initiatives Requirements: Charter, Sponsor, Plan, Solution, Team Project Management Change Management Structure and Intent 52 Copyright 2016 Prosci. All rights reserved. 26

27 ECM approach Select pilots Schedule sponsor briefing Start Business Case Sponsor briefing (2 hr) Prosci ECM Map Example Timeline to learn more Build change capability/agility to deliver better results and outcomes of change, increase resilience Sponsor and reduce saturation. messaging Define the Future Leadership Structure and intent Charter ECM Design the Transition Proofs of success CMO, CoE, CoP Assess the Current Business Case presentation Strategically select Resource and apply CM Rigorously document Sponsor activities M1 M2 M3 Rest of year 1 Year 2-3 Training for pilot projects ½-day sponsor program 3-day cert program Apply on pilot projects ADKAR 3-Phase Process Best Practices Audit Document impact Prosci Change Scorecard Awareness building Start Structure and Intent Design (Current, Future) Continue Structure and Intent Deploy (Transition) - Increased application - Individual competency development 53 Prosci ECM Support ECM Advisory Services Kickoff Business Case Development Sponsor Briefing Pilot Trainings Build change capability/agility to deliver better results and outcomes of change, increase resilience and reduce saturation. Scorecard Development Train-the-Trainer Ongoing Coaching Call or solultions@prosci.com ECM Boot Camp One-day workshop on building your Project ECM strategy and plans ($889) 2016 dates Feb 25 San Fran May 19 Dallas Aug 11 Prosci HQ Nov 17 Chicago Inquire re: onsite If you're serious about achieving 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) Maturity Model Audit Web-based assessment of maturity across 50 observable factors. $30/mo $300/yr 54 Copyright 2016 Prosci. All rights reserved. 27

28 Prosci Solution Delivering organizational results by catalyzing individual transitions Build individual change competencies Apply change management on initiatives Embed organizational change capability Prosci Maturity Model Audit Tour Getting Started Name the organization or group for your CM-MM audit. Introduction The click Get Started 56 Copyright 2016 Prosci. All rights reserved. 28

29 Prosci Maturity Model Audit Tour Starting a CM-MM Audit Click Add an Audit to start your CM-MM Audit for this Org/Group Give your CM-MM Audit instance a Name and a Description 57 Prosci Maturity Model Audit Tour Completing a CM-MM Audit Expand/Collapse each CM-MM Audit factor Simple rubric scoring for each of the 50 CM-MM Audit factors Navigate to each Capability Area 58 Copyright 2016 Prosci. All rights reserved. 29