Being Human Good Better Best, Canberra CoP Presentation 050416
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Transcript of Being Human Good Better Best, Canberra CoP Presentation 050416
Good, Better, Best: Highlights of Prosci 2016 Global Best Practices in Change Management Report
Canberra Organisational Change Community of Practice April 2016 Presented by Catherine Smithson
Agenda
• A fresh definition of “successful change” • Top contributors to success • Top barriers to success • Assess a current change project • Q&A
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“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
Introducing Being Human • Founded in 1993 • Our mission: develop change-capable people and organisations so they achieve the benefits of change.
• Exclusive Prosci Affiliate Australia and New Zealand.
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Prosci by the numbers
• 1994 – Founded in Colorado, USA
• 9 global Benchmarking Reports
• 17 years of longitudinal research
• 50,000+ Certified practitioners worldwide
• 5,000+ Certified practitioners Australia/New Zealand
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Getting back to Normal… it’s a town in Illinois USA.
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A fresh definition of successful change
What do we hear?
• “It’s a required process in our Enterprise Agreement”.
• “It’s a deliverable of Project Management.”
• “It’s training and communications”.
• “It’s a nice to have.” • “It’s performed by Change
Managers”. • Others?
Organisations change for a reason
Performance Performance > © Prosci Inc. All rights reserved www.change-management.com
Current state
Transition state
Future state
Individuals make their own transitions: Adoption and usage
The individual is the unit of change
© Prosci Inc. All rights reserved www.change-management.com
Results and outcomes depend on employee adoption and usage
Solution must be: • Designed • Developed • Delivered
and • Embraced • Adopted • Used
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Future
Effectiveness = Quality x Acceptance General Electric – 1980s
© Prosci Inc. All rights reserved www.change-management.com
The Swiss Cheese Future State
Transition Current Future = Benefits
Current Future Transition
10 © Prosci Inc. All rights reserved www.change-management.com
A proposed definition of Change Management
Change Management is how we achieve the individual transitions required to achieve the required adoption and usage, which will deliver the expected outcomes.
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Structured Change Management Process Leadership at all levels
Prosci 2016 Best Practices in Change Management Benchmarking Report • 1,120 participants • 56 countries • Top 3 roles:
• Change Management team leader
• External consultant • Project team leader
• 6 new topics • Culture • Cultural awareness and global
literacy • Change Agent Networks • Complementary roles • Vertical industry customisation • Certification in Change
Management
The largest body of Change Management knowledge in the world.
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Objectives of the Best Practices Report 1. Uncover lessons learned
from practitioners and consultants so current change Management Teams can benefit.
2. Focus on what is working and what is not working
3. Emerging trends & future direction of the discipline.
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Snapshot of participants Australia
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Change Management drives results
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Of the 245 research participants who reported having excellent change management effectiveness, 94% met or exceeded project objectives
Change Management increases success rates
by a factor of 6
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Change Management drives 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
Change Management drives staying on schedule
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Per
cent
age
of re
spon
dent
s th
at m
et o
r exc
eede
d
proj
ect o
bjec
tives
Greatest contributors to success
1. Active and visible executive sponsorship
2. Structured Change Management approach
3. Dedicated Change Management resources
4. Interaction and engagement with Project Management
5. Employee engagement and participation
6. Frequent and open communication
7. Engagement with middle managers
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✔
✔
2014 rank
2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
ê
é
✔
✔
✔
Assess a project against the Top 7 Contributors to success • Use at start for planning • Then at key milestones and Post Implementation Review
• Use for multiple projects • Full reporting on strengths and gaps
• Prosci eBest Practices Audit
www.prosci.portal.com 20 2016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.
Sponsor Effectiveness Directly Correlates to Project Success
21 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
29%
42%
54%
72%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Very ineffective Sponsor
Ineffective Sponsor
Moderately effective Sponsor
Extremely effective Sponsor
Perc
enta
ge o
f res
pond
ents
who
met
or e
xcee
ded
obje
ctiv
es
Correlation of Sponsor Effectiveness with Meeting Objectives
What is meant by Sponsorship?
ABCs of Sponsorship
Actively and visibly participate throughout the project
Build a coalition of sponsorship with peers and managers
Communicate directly with employees
22 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
Use of a Change Management methodology
23 2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
34%
55% 58% 60%
72%
79%
73%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2003 2005 2007 2009 2011 2013 2015
Use of a particular methodology
Use of a structured methodology across the organisation
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Don’t know 7%
Yes 29%
No 64%
2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
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76% 74% 76%
23% 25% 23%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
100%
2011 2013 2015
Yes
No
Don't know
Dedicated Resources Projects with dedicated Change Management resources
2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
Interaction and engagement with Project Management
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Percentage of participants who integrated Project Management and Change Management
71%
22%
7%
77%
20%
3% 0%
10% 20% 30% 40% 50% 60% 70% 80% 90%
100%
Yes No Don't know
2013 2015
Did integration make an impact on achieving project
objectives?
58% 42%
0% 20% 40% 60% 80%
100%
Integrated Did not integrate
2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
Engagement with middle managers
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3%
32%
44%
4% 3%
29%
47%
3%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
100%
Strongly agree Agree Disagree Strongly disagree
Unsure
2013
2015
Percentage of participants who said their organisations adequately prepares managers with the skills, training and tools
they need to lead change
2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
Greatest obstacles to success
1. Lack of active and visible sponsorship
2. Lack of change management resourcing
3. Manager and supervisor resistance
4. Employee resistance 5. Lack of buy-in from
project teams
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✔
2014 rank
2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
é
é
é
é
é
Next steps
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§ www.beinghuman.com.au
§ www.prosci.com
§ www.portal.prosci.com