Upload
emerys1
View
205
Download
0
Embed Size (px)
Citation preview
Vicky Emery, Director – Change Capability Services, Being Human September 2015
Ready, Set, Change: Building a Future Proof Organisation
Introducing Being Human • Founded in 1994 • Our mission: develop change-capable people and organisations so they achieve the benefits of change.
• Exclusive Prosci Primary Affiliate Australia and New Zealand.
• The 3 Prosci Certified Instructors in the APAC region
2
Programs coming in 2016 • ‘Prosci Change Management Certification Program’ • 4 Public programs - Auckland &
Wellington (Feb, May, Aug, Nov)
• Dates and venues announced end of September
• PMI, AIPM and CMI endorsed • ‘Building Organisational Change Capability’
• ‘Delivering Project Results’
3
Topics • Why we need to change
the way we change • Global outlook – latest
research • Triggers to get started • Highest impact activities • Mistakes to avoid • Finding a home for
Change Management • What role can Project
Managers play? • Q&A
4
“Change is the law of life. And those who look only to the past or present are certain to miss the future.”
John F. Kennedy
Success rates of change remain low
IBM Making Change Work Report While the Work Keeps Changing Report August 2014
1,400 organisations globally, over 20 industries,
And many organisations lack change capabilities
8 IBM Making Change Work Report While the Work Keeps Changing Report
August 2014 1,400 organisations globally, over 20 industries,
76%
CEOs see the need for investing in enterprise change capability
“Our ability to adapt is a key source of
competitive advantage.”
Pricewaterhousecoopers 2008
“Organisational agility is critical to business
success.” McKinsey 2009
90%
We can’t afford “hit and miss” change….
10
We need consistent, successful implementation and benefit realisation with
high employee engagement
Prosci 2014 Best Practices in Change Management Benchmarking Report
• 822 participants • 63 countries • Top 3 roles:
• Change Management team leader
• External consultant • Project team leader
• 244 pages • 38 new topics
The largest body of Change Management knowledge in the world.
11
2% 2% 3% 5%
14%
15%
25%
34%
Middle East
Latin America
Asia and Pacific Islands
Africa
Europe
Canada
Australia and New Zealand
United States
Effective Change Management increases success rates by a factor of 6
Effective Change Management increases the probability of success
• "Of the 165 research participants who reported having excellent change management effectiveness, 96% met or exceeded project objectives"
• "Participants with the highest level of change management effectiveness were 6X more likely to meet or exceed project objectives"
13
16%
46%
77%
96%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor(n=244)
Fair(n=653)
Good(n=834)
Excellent(n=165)
Percent of respondents that met
or exceeded project objectives
Overall effectiveness of change management program* Data from 2007, 2009, 2011 and 2013
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
Correlation of change management effectiveness to meeting project objectives
2014 Best Practices in Change Management Report. 822 participants in 63 countries. Prosci copyright 2013.
13
14
Effective Change Management contributes to staying on budget
48%
63%71%
81%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor(n=258)
Fair(n=737)
Good(n=1001)
Excellent(n=180)
Percent of respondents that
were on or under budget
Overall effectiveness of change management program* Data from 2007, 2009, 2011 and 2013
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
Correlation of change management effectiveness to staying on budget
Per
cent
age
of re
spon
dent
s th
at m
et o
r exc
eede
d
proj
ect o
bjec
tives
Sponsor effectiveness directly correlates to project success
15
25%
34%
67%
85%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Sponsor was veryineffective (score < 2)
Sponsor was ineffective(score between 2 and 3)
Sponsor was effective(score between 3 and 4)
Sponsor was veryeffective (score between
4 and 5)
Percent of respondents that
met or exceeded project objectives
Average sponsor effectiveness rating
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
Correlation of sponsor effectiveness to meeting project objectivesP
erce
ntag
e of
resp
onde
nts
that
met
or e
xcee
ded
pr
ojec
t obj
ectiv
es
A new definition of Change Management The processes, tools and techniques to manage the
people side of change to achieve the required business outcome.
Common set of process and tools
Leadership capability
Strategic capability that enables the organisation to be flexible &
responsive ©Prosci. Used with permission under terms of license agreement.
www.change-management.com
Just over 50% of organisations globally are actively building enterprise Change Management
19 2014 Best Practices in Change Management Report.
3400 participants in 63 countries. Prosci copyright 2013.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes No Don’t know
Actively working to deploy Change Management
2011 2013
Australia & New Zealand are early adopters
20
2014 Best Practices in Change Management Report. 3400 participants in 63 countries. Prosci copyright 2013.
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Middle East
Latin America
Europe
Asia and Pacific Islands
Canada
United States
Entire study population
Africa
Australia and New Zealand
Actively working to deploy Change Management by region
Early adopting industries
21 2014 Best Practices in Change Management Report.
3400 participants in 63 countries. Prosci copyright 2013.
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Entire Study Population
Oil and Gas
Information Services
Utilities
Retail Trade
Mining
Services - Other (except Public Administration)
Banking
Finance
Insurance
Pharmaceutical
Participants actively working to deploy by industry
Major gap between Change Management at project and enterprise levels
22
of organisations apply a Change Management
methodology
of organisations applying Change Management
methodology to all projects
2014 Best Practices in Change Management Report. 822 participants in 63 countries. Prosci copyright 2013.
What does it mean to be a “change-capable organisation”?
• Three capabilities required for successful change
• Not roles or jobs • Need strength in all three
capabilities • Missing capabilities
increases project risk
23
The Prosci Project Change Triangle
Triggers to get started
• Volume and complexity of change underway
• Past program or project failure
• Demonstrated success of projects applying Change Management
• Risk Management • Employee Engagement and/
or Culture Survey results • Others?
Project level vs enterprise level Change Management
Change Management is like building a house
How do we effectively manage the
people side of change on one project or initiative?
ECM is like designing a subdivision
How do we bring Change Management to our entire
organisation?
©Prosci. Used with permission www.change-management.com
Institutionalizing change management practices,
processes, capabilities and competencies
Building organizational change management capabilities and
competencies
Deploying change management broadly throughout the
enterprise All employees have internalised
their role in leading change
“Great change management” is second nature & part of our DNA
Change management is the organisation’s Standard
Operation Procedure
Change management is the norm on projects
and initiatives
What does Best Practice look like?
©Prosci. Used with permission www.change-management.com
PMOs are leading change capability building
2014 Best Practices in Change Management Report. 822 participants in 63 countries. Prosci copyright 2013.
0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%
Other
Grassroots
Within business units, Operations
Independent change management group
Corporate and Shared Services
Strategy, Transformation, Planning
Executive Leadership
Information Technology (IT)
Organisational Development (OD)
Human Resources (HR)
Project Management Office (PMO)
Percentage of respondents
Originator of the effort
Where is CM work ‘located’?
28
38% Had a Change Management Office or
functional group globally
45% Of Australia & New Zealand
participants had a central CM office/team
Top Locations • PMO: 28% • HR: 24% • OD: 17% • IT: 14% • Strategy/Transformation:13%
Key Roles 1. Own & maintain methodology 2. Own & maintain tools 3. Consulting support to Change
Management resources on projects 4. Maintain CoP 5. Provide resources for projects
2014 Best Practices in Change Management Report. 3400 participants in 63 countries. Prosci copyright 2013.
Only 23% report high levels of success
29
0%
10%
20%
30%
40%
50%
60%
70%
Very unsuccessful Unsuccessful Moderately successful Successful Extremely successful
Success of deployment effort
Features of organisational capabilities
30
• Take years or decades to build
• Pay off is long term • Become an asset – intangible • Difficult for competitors to
identify, imitate or match • Can erode or disappear • Can be difficult to change • Consistent investment • Robust if embedded across
multiple processes and systems
Source: Change Power – Turner and Crawford,1998
Highest impact activities
• Treat ECM as a project • Secure sponsorship before moving
forward • Build a strong case for Change
Management • Multi pronged approach • Adopt a single, effective, consistent
methodology and upskill people to use it
• Position Change Management as everyone’s job
31 2014 Best Practices in Change Management Report.
3400 participants in 63 countries. Prosci copyright 2013.
Things that don’t help…
1. The Training Trap 2. Moving forward without Executive
Sponsorship – someone’s Soap Box 3. Ignoring the lessons of the past 4. Failing to connect managing change
well with the single purpose of achieving the benefits of the project/program with engaged employees
©Prosci. Used with permission www.change-management.com Source: 2012 Prosci Best Practices in Change Management Benchmarking Report
Prosci Change Management Maturity Model™
People-dependent without any formal practices or plans
Many different tactics used
inconsistently
Examples of best practices evident
Selection of common approach
Continuous process
improvement in place
Highest rate of project failure, turnover and
productivity loss
Little or no change management appliedAdhoc orAbsentLevel 1
Some elements of change management are being applied in isolated projects
IsolatedProjectsLevel 2
Comprehensive approach for managing change is being applied in multiple projects
MultipleProjectsLevel 3
Organization-wide standards and methods are broadly deployed for managing and
leading change
OrganizationalStandardsLevel 4
Highest profitability and responsiveness
Change management competency is evident in all levels of the organization and is part of the organization’s intellectual property and
competitive edge
Organizational CompetencyLevel 5
People-dependent without any formal practices or plans
Many different tactics used
inconsistently
Examples of best practices evident
Selection of common approach
Continuous process
improvement in place
Highest rate of project failure, turnover and
productivity loss
Little or no change management appliedAdhoc orAbsentLevel 1
Some elements of change management are being applied in isolated projects
IsolatedProjectsLevel 2
Comprehensive approach for managing change is being applied in multiple projects
MultipleProjectsLevel 3
Organization-wide standards and methods are broadly deployed for managing and
leading change
OrganizationalStandardsLevel 4
Highest profitability and responsiveness
Change management competency is evident in all levels of the organization and is part of the organization’s intellectual property and
competitive edge
Organizational CompetencyLevel 5
Copyright Prosci 2010 ©Prosci. Used with permission www.change-management.com
Five Capability areas • Leadership – who is leading or sponsoring the
deployment of Change Management? • Application – What % of projects apply Change
Management processes? What is the ‘reach’ or ‘breadth’ of application across the organisation?
• Competencies – what level of training is available for all levels? How do all levels demonstrate competency?
• Standardisation – what is the standard approach? Who ‘housekeeps’ Change Management?
• Socialisation – How do we share success stories and maintain commitment to better managing change?
34 ©Prosci. Used with permission www.change-management.com
Prosci Change Management Maturity Audit
35
2.06
0
1
2
3
4
5
Prosci® Change Management Maturity ModelTM Audit
Level
Level
Level
Level
Level
Overall Change Management Maturity Model Audit Score
2.882.38
1.582.08
1.40
0
1
2
3
4
5
Capability Area 1:
Leadership
Capability Area 2:
Application
Capability Area 3:
Competencies
Capability Area 4:
Standardization
Capability Area 5:
Socialization
Prosci® Change Management Maturity ModelTM Audit
Level
Level
Level
Level
Level
Change Management maturity by region Region
(plus % of study participants from region) Average Maturity Level
All regions (100%) 2.66 United States (34%) 2.69
Australia and New Zealand (25%) 2.68
Canada (15%) 2.62 Europe (14%) 2.66 Africa (5%) 2.59 Asia and Pacific Islands (3%) 2.88
Latin America (2%) 2.67
Middle East (2%) 2.31
2014 Best Practices in Change Management Report. 3400 participants in 63 countries. Prosci copyright 2013.
Level of maturity Australia & NZ
0% 10% 20% 30% 40% 50% 60%
Level 1
Level 2
Level 3
Level 4
Level 5
Maturity Model data for Australia and New Zealand
2014 Best Practices in Change Management Report. 3400 participants in 63 countries. Prosci copyright 2013.
What role can you play @ project level • Aligning Project or Program Management
and Change Management strategy • Building in time and budget to equip
managers to be effective change leaders • Measuring success of the project and the
adoption – individual “knowledge” and “ability” and how it connects with results
• Being realistic about the ‘load’ of effectively managing the changes underway
• Giving Senior Leaders good reason to say ‘yes’ or to say ‘no’ and what it will take to land the benefits through ‘adoption’
39
What role can you play @ enterprise level
40
• Being part of the ECM effort and bringing PM as your superpower
• Building individual capabilities for key roles: • Executives • People Leaders • Professionals and Technical
specialists • Project Managers and teams • Employees
• Embedding change leadership in competency frameworks and curricula
• Treating ‘getting better at landing change around here’ as a project in its self