RGB colors are below - NCCI-CU.ORG...Lack of resources was noted as the second most common challenge when trying to implement change management, including monetary and non-monetary

© Prosci Inc. All rights reserved.

ProsciChange Management Research Highlights for Higher Education

®

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Prosci Research Foundation

9 studies

17 years

4500 participants

What works? What doesn’t?

What to do differently?

0

500

1000

102

1120

1998 2015

Participants

2

®

© Prosci Inc. All rights reserved. 3

Culture 2015

Global awarenessComplementary roles

Change Agent NetworksVertical industry customization

Justifying CM 2013

Job roles and locations 2011

Advice for new practitionersComplex change

Aligning CM with other disciplinesMeasurement and metrics 2009

Integrating CM and PMReadiness

Trends in CMReinforcement and sustainment 2007

Saturation and portfolio managementOrganizational change capability 2005

Team member attributesResources and budgets 2003

Resistance management 2000

Manager RoleGreatest contributors 1998

Biggest obstaclesMethodology

SponsorshipCommunications

Training1998 2000 2003 2005 2007 2009 2011 2013 2015

Building thebody of knowledgeon change managementEvolution of Prosci Research

New topic areaMajor focusMinor focus

Key


Demographics Summary: Who contributed the data?

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Participants from around the world, representing 56 countries

Top industries represented:1. Health Care2. Government – State3. Banking4. Finance5. Consulting6. Oil and Gas7. Government – Federal8. Insurance9. Education Services10. Manufacturing

5% 24% 25% 18% 29%0% 20% 40% 60% 80% 100%

0% 20% 40% 60% 80% 100%

0% 20% 40% 60% 80% 100%

Number ofemployees:

Revenue:

> 35,000 employees

<500 employees

>$5 billion< $50 million

participants had change management certification

Respondents were experienced practitioners

1 year or less

1 to 4years

4 to 8years

8 to 12years

More than 12 years

18% 19%

19% 27%

74%


Demographics Summary: Education Data Demographics

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Revenue/Budget of participants

13%13%

2%15%

13%9%9%9%

13%6%

0% 20%

Less than $10M$10M - $25M$25M - $50M

$50M - $100M$100M - $250M$250M - $500M

$500M - $1B$1B - $2.5B$2.5B - $5B

More than $5B

Number of employees for

18%

16%

20%

20%

12%

8%

8%

0% 20%

Less than 10001,000 - 2,4992,500 - 4,9995,000 - 9,999

10,000 - 19,99920,000 - 34,999

More than 35,000

6%

6%

6%

8%

10%

15%

17%

17%

0% 20%

New product/Market expansion

Intall Strategic Planning

HR systems/tools

Enterprise Resource Planning (ERP)

Culture change

Other

Reorganization

IT software upgrade/installation

Type of project reported on by study participants from

Including study participation from:

Cranfield UniversityDeakin UniversityGriffith University*Johns Hopkins UniversityKing Faisal UniversityPrincess Noura UniversityThe University of Auckland

The University of Texas SystemUniversity of BrightonUniversity of MinnesotaUniversity of Minnesota PhysiciansUniversity of Notre DameUniversity of WashingtonUniversity of Western Sydney


Presenter

Presentation Notes

Poll Title: Warm up: drop a pin to indicate where are you joining us from?https://www.polleverywhere.com/clickable_images/9Vxqrm2Uoj9t4xb


Top changes impacting EducationIdentified by participants

Market Operational Budgetary

Increase in competition

Consolidation

Increase in government regulations

Change to demand

Increase demand for eLearning and virtual

products

Changes to curricula

Changes to student relations

Increased diversity

Shifting student demographics

Increased collaboration with commercial

sponsors

Budget changes

Changes to federal/state funding


Level setting

What is change management?


Change management:CHānj ‘manijmǝnt

Catalyzingindividual transitions

to deliverorganizational results

9



Preparing, equippingand supporting individuals

through the change journeys they experience as

part of your institution

10



Capturing the portion of change value that depends on people

changing how they do their jobs

11



Applying structure and intent to the people side of change

12

AwarenessDesireKnowledgeAbilityReinforcement

Preparing for changeManaging changeReinforcing change


Change Management is about closing the gap

Requirements ResultsOutputs Outcomes

Specifications Sustainment

Installation Realization

Solutions Benefits13


What the research tells

us about:

OutcomesSponsorship

Responsibilities


Agenda:

OutcomesSponsorship

Responsibilities

Bottom Line Up Front (BLUF)

Change management improves project

outcomes.

More mature organizations have

higher project success rates.


Importance of CM on Outcomes

16

48%

62%70%

81%

0%

100%

Poor Fair Good Excellent

14%

32%

52%

71%

0%

100%


15%42%

76%

94%

0%

100%

Poor Fair Good Excellent0%

100%


Met or exceeded objectivesOn scheduleOn budget

Change Management Effectiveness

6x Increased likelihood of meeting objectives

15%

44%

76%94%

0%

50%

73%

100%

0%

20%

40%

60%

80%

100%


Percent of study participants who met or

exceeded objectives

Change management effectiveness

- Education- All


Importance of CM on Outcomes

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Higher CM maturity means higher project success rates

Project success rate by maturity level:

49%

37%

45%

52%

61%

65%

20% 49%

Overall

Level 1

Level 2

Level 3

Level 4

Level 5

Organizational Maturity in CM

Education: All:

9%

40%

37%

12%

2%

0% 50%

Level 1

Level 2

Level 3

Level 4

Level 5

10%

50%

34%

6%

0%

0% 50%

Level 1

Level 2

Level 3

Level 4

Level 5

Is your organization actively workingto build org change capability?

Education: All:

24% 29%


Presenter

Presentation Notes

Poll Title: What is your institution's current level of Change Management Maturity?https://www.polleverywhere.com/clickable_images/cq0TMSRMVvoqhu0


Agenda:

OutcomesSponsorship

Responsibilities


Active and visible sponsorship is the top contributor to success.

There is room to improve sponsorship

in education.


Importance of Sponsorship

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29% 42% 54% 72%

Veryineffectivesponsors

Ineffectivesponsors

Moderatelyeffectivesponsors

Extremelyeffectivesponsors

Sponsorship correlates with projects successPercent of projects that met or exceeded objectives

based on sponsor effectiveness

#1 top contributor to successIn all 9 of Prosci’s studies, active and visible

sponsorship was top contributor (by 4:1 margin)



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None Slightunderstanding

Someunderstanding

Adequateunderstanding

Completeunderstanding

6% 19% 33% 30% 12%

0% 20% 40% 60% 80% 100%

58%Sponsor role understanding

6% 22% 39% 25% 8%

0% 20% 40% 60% 80% 100%Sponsor understanding in Education

67%

reported less than adequate understanding of the sponsor role



Leaders have 3 roles as change sponsors:

Active and visible participation throughout

Build a coalition

Communicate directly

1. Strong communication skills

2. Create engagement through passion and enthusiasm

3. Engaged and involved

4. Visible and supportive

5. Approachable and available

6. Recognized leader with sponsorship experience

Ideal sponsors shared these six traits:

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Active and visibleparticipation

Build a coalitionof support

Communicate directlywith employees

ABC EffectivenessExtremelyIneffective

5% 15% 33% 32% 16%0% 20% 40% 60% 80% 100%

Ineffective SomewhatEffective Effective Extremely

Effective

9% 22% 33% 24% 12%0% 20% 40% 60% 80% 100%

6% 20% 31% 29% 14%0% 20% 40% 60% 80% 100%

4% 14% 33% 39% 10%0% 20% 40% 60% 80% 100%

8% 22% 35% 22% 14%0% 20% 40% 60% 80% 100%

4% 14% 45% 29% 8%0% 20% 40% 60% 80% 100%

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Agenda:

OutcomesSponsorship

ResponsibilitiesOn projects


Applying a structured approach to CM and integrating it

into the project plan impacts results.


Primary Responsibilities of CMOn a project

25

0%

20%

40%

60%

80% Used a methodology

Did not use a methodology

Integrate CM and PM

Did

Didn’t

60%

33%

Integrating CM and PM increases CM effectiveness

Did Didn’t

77%

Education:

Did85%

Projects delivered expected results

Estimate the percent of projectsapplying change management:

Education: All:

31% 35%


Presenter

Presentation Notes

Poll Title: Estimate the percent of projects at your institution are applying a structured change management approach:https://www.polleverywhere.com/clickable_images/YR2WeOSqm8dVa5Q


Primary Responsibilities of CMOn a project

27

85%

40%

13%28%

2%18%

0%13%

0% 1%

ShouldDid

Start CM early• Proactive (not fire fighting)• “Adoption and usage”

from the beginning

64% 56% 49% 37%% that met or exceeded objectives 0%

ClosureImplementationDesignPlanningInitiation

Education38%

29%15% 17%

0%


Group 1 Health Care Educational Services

Industry-specific CM challenges1. Autonomous nature of employees 2. Lack of designated resources In both health care and education services industries, the unique responsibilities of employees demanded a high degree of autonomy and independent thinking. Physicians, nurses, academics and educators were identified as employees for whom it is difficult to accept change at face value without convincing and clear evidence.

Lack of resources was noted as the second most common challenge when trying to implement change management, including monetary and non-monetary resources. Participants noted a lack of funding designated specifically for change management. Inadequate non-monetary resources included specialized change management training, dedicated change management practitioners and time away from daily priorities to focus on change management.

Industry-specific CM adaptations1. Alignment with employee characteristics 2. CommunicationParticipants identified various ways in which change management methodology was adapted to work with employees in health care and education services industries. Examples were to include physicians/ professors on change management teams, to meet expectations of a high degree of collaboration and to increase stakeholder engagement.

Participants described ways in which communication was adapted to be most effective in health care and education services industries. Examples included adapting communication to resemble academic discourse in education services industries and linking change to improvements in patient care in health care industries.

Challenges and Adaptations For CM in Education


Agenda:

OutcomesSponsorship

ResponsibilitiesOf a function


An effectively deployed change

management function increases maturity, CM application and

success rates.


Primary Responsibilities of CMOf a function (CMO, CoE)

30

Organization has CMO/CoE(dedicated functional group)

2011

36%

2013

38%

2015

38%

Level 5 67%

Level 4 58%

Level 3 49%

Level 2 26%

Level 1 22%

Prevalence

29%



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HR Strategy,Transformation,

Planning

IT

Operations, Within BUs

OD Corp and Shared Services

Exec, C-Levelreport

PMO

Where it was located Does to Should



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+ O --Cross-organizational reachAccess to projects/change (early)Alignment with purposeReputation, credibility, respectAligned with direction and cultureProximity to executives

Deciding where it should live



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Own and maintain the CM methodology

Own and maintain the CM tools

Provide consultative support to project teams




Provide CM resources on specific projects

Maintain a change management community




Provide CM resources on specific projects

Maintain a change management community

Provide coaching to sponsors

Provide coaching to managers/supervisors

Track change management progress on projects

Own the change management curriculum

Track and manage the change portfolio

83%

77%

74%

71%

66%

63%

59%

57%

49%

46%


Summary

Outcomes Change management improves project outcomes.More mature orgs have higher project success rates.

Sponsorship Active and visible sponsorship is the top contributor to success. There is room to improve sponsorship in education.

ResponsibilitiesOn a project

Applying a structured approach to CM and integrating it into the project plan impacts results.

ResponsibilitiesOf a function

An effectively deployed change management function increases maturity, CM application and success rates.

34


Presenter

Presentation Notes

Poll Title: What aspects or topics in change management would you like to learn more about?https://www.polleverywhere.com/free_text_polls/26EMIGJL16VCVHV



Prosci SolutionDelivering organizational results by

catalyzing individual transitions

http://www.prosci.com | http://[email protected]

Build individual change competenciesApply change management on initiativesEmbed organizational change capability

http://[email protected]

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http://www.prosci.com/

http://blog.prosci.com/

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RGB colors are below - NCCI-CU.ORG...Lack of resources was noted as the second most common challenge when trying to implement change management, including monetary and non-monetary