The People Case: How to Convince Your Organisation to Invest in Change
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Transcript of The People Case: How to Convince Your Organisation to Invest in Change
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The People Case: How to convince your organisation to invest in change Presented by: Joanne Rinaldi August 2016
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Change Management Workshop for Project Managers
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Introducing Being Human
• Founded in 1993 • Our mission: develop change-
capable people and organisations so they achieve the benefits of change
• Exclusive Prosci Primary Affiliate for Australia and New Zealand
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Where to find today’s slides and recording • Being Human Company Linked in Profile – Follow us • Catherine Smithson’s Linked In profile • Being Human’s Facebook page • www.slideshare.net Search for Being Human Pty Ltd
(now includes option to listen to recording) • YouTube - Search for Being Human Pty Ltd
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A research company focused on change management:
• Value Proposition: To help organisations build internal change management competencies through the development and delivery of tools and methodologies that are:
Holistic Research-based Easy-to-use
Best practices research
Model, process and tool development
Knowledge transfer
Competency building
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Primary reasons for applying change management
• Increase probability of project success
• Project benefits that depend on employee adoption and usage of the change - ROI
• Manage employee resistance to change
• Build change competency into the organisation
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Successful change requires both the technical and people sides
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Current Transition Future
Technical side
People side
Design Develop Deliver
Embrace Adopt Use
+
Both aim to deliver value to the business by supporting initiatives and projects
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Better Change Management = More Likely to Meet Objectives
Industry research supports Prosci’s findings: • McKinsey • IBM • PWC
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Connecting Change Management to Business Results
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Project
Why are we changing?
What are we changing?
Who will need to change?
What is our Pay-off?
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 do from the beginning.
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Change Management Goal To drive and capture the portion of project benefits that depend on employee adoption and usage of the change. ROI of change:
Speed of adoption How quickly are people up and running on the new systems, processes and job roles?
Ultimate utilisation
How many employees (of the total population) are demonstrating “buy-in” and are using the new solution?
Proficiency How well are individuals performing compared to the level expected in the design of the change?
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ROI of Change Management
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Change Management Best Practices
• Trends
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14%
57%
62%
80%
89%
0% 50% 100%
Other
Organizational structure changes
Job role changes
Systems changes
Process changes
A Majority of Projects Types of changes reported on in Prosci’s 2015 study
2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
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The amount of change is increasing
2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
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Levels of change saturation
3%
4%
5%
15%
29%
26%
18%
3%
3%
4%
13%
25%
25%
27%
3%
4%
4%
11%
23%
27%
28%
0% 10% 20% 30% 40%
Do not know
My organization has plenty of spare capacity for change
My organization has quite a bit of spare capacity for change
My organization has some spare capacity for change
My organization is nearing the point of change saturation
My organization is at the point of change saturation
My organization is past the change saturation point
Percent of respondents
2015 2013
2011
2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
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Change Management Effectiveness
0%
10%
20%
30%
40%
50%
60%
Yes No Don't know
2013
2015
42% of participants in the 2015 study reported measuring CM effectiveness
2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
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Approximately 10% indicated that performance was better than expected and over a third met expectations.
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Don't know
Too early to tell
Lower than expected
In line with expectation
Faster, greater or more than expected
Adoption
Utilisation
Proficiency
Defining and measuring ROI
2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.
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What does resistance look like?
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INC
RE
AS
ING
RE
SIS
TAN
CE
D
EC
RE
AS
ING
PR
OD
UC
TIV
ITY
TIME
Prosci® Flight Risk Model
Change creates instability and introduces risk
Productivity loss Employee dissatisfaction Passive resistance
Turnover of valued employees Tangible customer impact Active resistance Opt-out of the change
COMFORT/SECURITY
WORRY/UNCERTAINTY
RISK/FLIGHT
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20 2016 Best Practices in Change Management Report.
1,120 participants in 56 countries. Prosci Inc copyright 2016.
• Proactive (not fire fighting) • “Adoption and usage” from the beginning
When to start change management?
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Who is involved in managing change?
• The change management resource on a project plays the role of enabler • The conductor of the
orchestra • The director of the play
• Effective change management requires involvement and action by many in the organisation
Middle managers and supervisors
Change management resource/team
Executives and senior managers
Project team Employees
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There are consequences of not managing the people side of change • Lower productivity • Passive resistance • Active resistance • Turnover of valued employees • Disinterest in the current or future state • Arguing about the need for change • More people taking sick days or not showing up • Changes not fully implemented • People finding work-arounds • People revert to the old way of doing things • The change being totally scrapped • Divides are created between ‘us’ and ‘them’
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Conclusion
• Increase probability of project success by managing the ‘people side’ of change
• Change management and project management are both tools that support project benefit realisation – change management is the ‘people’ side – ROI
• Manage employee resistance to change
• Change management requires action and involvement by leaders and managers throughout the organisation – enablers to build change competency into the organisation
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Where to find today’s slides and recording • Being Human Company Linked in Profile – Follow us • Catherine Smithson’s Linked In profile • Being Human’s Facebook page • www.slideshare.net Search for Being Human Pty Ltd
(now includes option to listen to recording) • YouTube - Search for Being Human Pty Ltd
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More info
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beinghuman.com.au • Free Prosci Webinars • Free Community of Practice
Webinars • Change Conversations
Seminar, Canberra, May 25
Prosci • change-management.com • prosci.com • portal.prosci.com