Prosci Change Management Arbeta strukturerat med beteendeförändringar

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1 Prosci Change Management Arbeta strukturerat med beteendeförändringar Agenda Prosci intro Prosci Best Practice Research Findings The case for Change Management Prosci Project Change Triangle, inclduing assessment exercise Introduction to the Prosci 3-days Change Management Certification Course Experience from a past participant proacteur What Is Change Management? On a project level: Change management is the application of a structured process and set of tools for leading the people side of change to achieve a desired outcome. On an organizational level: A leadership competency for enabling change within an organization A strategic capability designed to increase change capacity and responsiveness 3 1

2 Prosci 4 Prosci s Business Model Prosci is a research company focused on change management: Best practices research Model, process and tool development Knowledge transfer Competency building 5 Prosci by the Numbers % 3,400 20, ,000+ Longitudinal studies Years of research Fortune 100 companies Research participants Certified practitioners Community members 6 2

3 Prosci s Value Proposition To help organizations build internal change management competencies through the development and delivery of tools and methodologies that are: Researchbased Holistic Easy-to-use 7 Best Practices in Change 8 Prosci Research History 1998 First Change Management Study 102 participants 2000 Second Change Management Study 152 participants 2003 Third Change Management Study 288 participants 2005 Fourth Change Management Study 411 participants 2007 Fifth Change Management Study 426 participants 2009 Sixth Change Management Study 575 participants 2011 Seventh Change Management Study 650 participants 2013 Eighth Change Management Study 822 participants 9 3

4 Participant Profile Geographic distribution of participants in Prosci's 2013 study Latin America, 2% Asia and Pacific Islands, 3% Africa, 5% Middle East, 2% Europe, 14% United States, 34% Canada, 15% Australia and New Zealand, 25% Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition. 10 A Majority of Projects Impact Business Processes Types of changes reported on in Prosci's 2013 study Process changes Systems changes Job role changes Organizational structure changes Other 0% 20% 40% 60% 80% 100% Percent of respondents Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition. 11 A Majority of Change Projects Are Enterprise-Wide 60% Scope of projects reported on in Prosci's 2013 study 50% ts n e d n 40% o p s re f o 30% t n e rc e P 20% % 0% Within a workgroup Single department Multiple departments Single division Multiple divisions Entire enterprise Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition. 12 4

5 Most Changes Impact a Large Number of Employees 30% 25% ts n e d n o 20% p s re f o t 15% n e rc e P 10% Number of employees impacted by the projects reported on in Prosci's 2013 study 5% 0% Less than to to to to 5000 Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition. More than Prosci correlation analysis 100% t 90% e s m e t 80% a tiv c th je 70% ts b n o e t d c 60% n je o p ro 50% s p re d f e o d 40% t e n e x c 30% rc e e r P o 20% 10% 0% 16% Poor (n=244) Correlation of change management effectiveness to meeting project objectives 46% Fair (n=653) 77% Good (n=834) Overall effectiveness of change management program * Data from 2007, 2009, 2011 and % Excellent (n=165) Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition. 14 Greatest contributors to success 1. Active and visible executive sponsorship 2. Structured change management approach 3. Dedicated change management resources and funding 4. Frequent and open communication about the change and the need for change management 5. Employee engagement and participation 6. Engagement and integration wtih project management 7. Engagement with and support from middle management In all eight studies, sponsorship was #1 How effective are your sponsors? 15 5

6 What is the role of the sponsor? ü Participate actively and visibly throughout the project ü Build a coalition of sponsorship and manage resistance ü Communicate directly with employees It is not just signing checks and charters! 16 Resistance: most common reasons employees resist change 1. Lack of awareness Employee resistance is the #3 obstacle to success It is not about the solution you are implementing 2. Impact on current job role 3. Organization s past performance with change 4. Lack of visible support and commitment from managers 5. Job loss 17 Communication Most effective Face-to-face Most important messages Impact to the individual Why the change is happening Do differently next time More communication Have a communication strategy Communicate earlier Effective communication is critical 18 6

7 Communication: Preferred senders of change messages CEO/President Executive manager Senior manager Department head The employee's supervisor Communication specialist Human Resources representative Project team member Project team leader Change management team member Change management team leader Business messages Personal messages Other 0% 10% 20% 30% 40% 50% 60% 70% Percent of respondents Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition. 19 The Case for Change Management 20 Connecting change management to business results The Project à People Exercise 21 7

8 Connecting CM to business results The Project à People Exercise Project Name Purpose Particulars People Why we are changing What we are changing Who will be changing 22 Connecting the people side back to project and organizational success Project Name Purpose Particulars People If people don t change how they do their job, then it doesn t matter what specific changes are implemented If people don t change how they do their job, then we ultimately won t achieve what we set out to from the beginning 23 The need for change management Quantitative arguments: Correlation analysis

9 * Data from 2007, 2009, 2011 and 2013 Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition. Correlation analysis Looking at data that shows a correlation between effectively managing change and meeting objectives Show me the numbers Analysis from: Percent of respondents that met or exceeded project objectives 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% Correlation of change management effectiveness to meeting project objectives 96% 77% 46% 16% Prosci s 2013 Best Practices in Change Management study McKinsey Quarterly article Your own organizational experience? 0% Poor Fair Good Excellent (n=244) (n=653) (n=834) (n=165) Overall effectiveness of change management program 25 Prosci correlation analysis Percent of respondents that met or exceeded project objectives 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 16% Poor (n=244) Correlation of change management effectiveness to meeting project objectives 46% Fair (n=653) 77% Good (n=834) Overall effectiveness of change management program * Data from 2007, 2009, 2011 and % Excellent (n=165) Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition. 26 Prosci correlation analysis Correlation of change management effectiveness to staying on budget 100% 90% Percent of respondents that were on or under budget 80% 70% 60% 50% 40% 30% 20% 10% 0% 48% Poor (n=258) 63% Fair (n=737) 71% Good (n=1001) Overall effectiveness of change management program * Data from 2007, 2009, 2011 and 2013 Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition. 81% Excellent (n=180) 27 9

10 Percent of respondents that were on or ahead of schedule Prosci correlation analysis 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 16% Poor (n=293) Correlation of change management effectiveness to staying on schedule 32% Fair (n=793) 54% Good (n=1032) Overall effectiveness of change management program * Data from 2007, 2009, 2011 and 2013 Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition. 72% Excellent (n=181) 28 The need for change management Quantitative arguments: ROI of change management model 29 Cash flow overview Prosci s ROI of Change Management Model Expected performance + Net cash flow of project period 0 Time (periods)

11 Poorly managed change Prosci s ROI of Change Management Model + Net cash flow of project period 0 Time (periods) Exceptionally managed change Prosci s ROI of Change Management Model + Net cash flow of project period 0 Time (periods) Comparing all three scenarios Prosci s ROI of Change Management Model + Net cash flow of project period 0 Time (periods) - Exceptionally managed change cash flow Poorly managed change cash flow Expected cash flow

12 Review of ROI factors Speed of adoption How quickly do people get on board? What symptoms of poorly managed change impact speed of adoption? Ultimate utilization How many people are on board? What symptoms of poorly managed change impact ultimate utilization? Proficiency How much improvement occurs when people are on board? What symptoms of poorly managed change impact proficiency? 34 Prosci PCT TM Model Project Change Triangle TM 35 Assessing projects with the Prosci PCT TM Tool The assessments on the next slides will help you evaluate your current projects Rank each factor on a scale of 1 to 3 1 = inadequate 2 = adequate 3 = exceptional Use the assessments with others in the organization who are working on projects with you Prosci PCT TM Model 36 12

13 Leadership assessment 1. The change has an executive sponsor. 2. The executive sponsor has the necessary authority over the people, processes and systems to authorize and fund the change. 3. The executive sponsor is willing and able to build a sponsorship coalition for the change, and is able to manage resistance from other managers and supervisors. 4. The executive sponsor will actively and visibly participate with the project team throughout the entire project. 5. The executive sponsor will resolve issues and make decisions relating to the project schedule, scope and resources. 6. The executive sponsor can build awareness of the need for the change (why the change is happening) directly with employees. 7. The organization has a clearly defined vision and strategy. 8. This change is aligned with the strategy and vision for the organization. 9. Priorities have been set and communicated regarding this change and other competing initiatives. 10. The sponsor will visibly reinforce the change and celebrate successes with the team and the organization. Score: (total possible is 30) 37 Project management assessment 1. The change is clearly defined including what the change will look like and who is impacted by the change. 2. The project has a clearly defined scope. 3. The project has specific objectives that define success. 4. Project milestones have been identified and a project schedule has been created. 5. A project manager has been assigned to manage the project resources and tasks. 6. A work breakdown structure has been completed and deliverables have been identified. 7. Resources for the project team have been identified and acquired based on the work breakdown structure. 8. Periodic meeting are conducted with the project team to track progress and resolve issues. 9. The executive sponsor is readily available to work on issues that impact dates, scope or resources. 10. The project plan has been integrated with the change management plan. Score: (total possible is 30) 38 Change management assessment 1. A structured change management approach is being applied to the project. 2. An assessment of the change and its impact on the organization has been completed. 3. An assessment of the organization's readiness for change has been completed. 4. Anticipated areas of resistance have been identified and special tactics have been developed. 5. A change management strategy including the necessary sponsorship model and change management team model has been created. 6. Change management team members have been identified and trained. 7. An assessment of the strength of the sponsorship coalition has been conducted. 8. Change management plans including communications, sponsorship, coaching, training and resistance management have been created. 9. Feedback processes have been established to gather information from employees to determine how effectively the change is being adopted. 10. Resistance to change is managed effectively and change successes are celebrated, both in private and in public. Score: (total possible is 30) 39 13

14 PCT TM assessment results Leadership/Sponsorship score: Project management score: Represent your Project s results in a radar graph Change management score: Score interpretation High risk / jeopardy needs immediate action Alert / potential risk needs further investigation Strength should be leveraged and maintained Which questions scored a 1? Project management Prosci PCT TM Profile Leadership Sponsorship * The shape of the triangle is your PCT TM profile Change management 40 Project Management PCT TM profile scenarios Prosci PCT TM Profile Leadership/ Sponsorship Change Management The Prosci PCT Model is a trademark of Prosci, Inc. All rights reserved. Missing change management Leaving the people behind May have communication plan and training plan, but not based on best practices No structure for helping move individuals from current to future state 41 Project Management PCT TM profile scenarios Prosci PCT TM Profile Leadership/ Sponsorship Change Management The Prosci PCT Model is a trademark of Prosci, Inc. All rights reserved. Missing project management Change is not defined, or ill-defined Pursuing a vision, without the details of how to get there No structure for actively moving the organization from the current state to the future state 42 14

15 PCT profile scenarios TM Missing leadership Prosci PCT TM Profile Leadership/ Sponsorship Change chartered, but leadership responsibilities abdicated on both project and change management fronts Project Management Change Management The Prosci PCT Model is a trademark of Prosci, Inc. All rights reserved. 43 Experience mixed or poorly defined priorities Flavor of the month What does your project s Prosci PCT profile look like? TM Prosci PCT TM Profile Leadership/ Sponsorship Project Management Change Management The Prosci PCT Model is a trademark of Prosci, Inc. All rights reserved. 44 XXX proacteur

16 proacteur proacteur proacteur

17 proacteur Experience from a past participant proacteur Start date Loca+on 16 June 2014 Sigtunas12elsen, Sigtuna 27 August 2014 Sigtunas12elsen, Sigtuna 8 October 2014 Sigtunas12elsen, Sigtuna 10 December 2014 Sigtunas12elsen, Sigtuna proacteur

18 proacteur aps Vespervej 18 DK-2900 Hellerup Denmark Maria Widström +46 (0) Peter Harbo Clausen proacteur