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© Prosci Inc. All rights reserved.
ProsciChange Management Research Highlights for Higher Education
®
1
© Prosci Inc. All rights reserved.
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
®
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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
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Demographics Summary: Who contributed the data?
4
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%
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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
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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
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Level setting
What is change management?
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Change management:CHānj ‘manijmǝnt
Catalyzingindividual transitions
to deliverorganizational results
9
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Change management:CHānj ‘manijmǝnt
Preparing, equippingand supporting individuals
through the change journeys they experience as
part of your institution
10
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Change management:CHānj ‘manijmǝnt
Capturing the portion of change value that depends on people
changing how they do their jobs
11
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Change management:CHānj ‘manijmǝnt
Applying structure and intent to the people side of change
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AwarenessDesireKnowledgeAbilityReinforcement
Preparing for changeManaging changeReinforcing change
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Change Management is about closing the gap
Requirements ResultsOutputs Outcomes
Specifications Sustainment
Installation Realization
Solutions Benefits13
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What the research tells
us about:
OutcomesSponsorship
Responsibilities
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Agenda:
OutcomesSponsorship
Responsibilities
Bottom Line Up Front (BLUF)
Change management improves project
outcomes.
More mature organizations have
higher project success rates.
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Importance of CM on Outcomes
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48%
62%70%
81%
0%
100%
Poor Fair Good Excellent
14%
32%
52%
71%
0%
100%
Poor Fair Good Excellent
15%42%
76%
94%
0%
100%
Poor Fair Good Excellent0%
100%
Poor Fair Good Excellent
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%
Poor Fair Good Excellent
Percent of study participants who met or
exceeded objectives
Change management effectiveness
- Education- All
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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%
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Agenda:
OutcomesSponsorship
Responsibilities
Bottom Line Up Front (BLUF)
Active and visible sponsorship is the top contributor to success.
There is room to improve sponsorship
in education.
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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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Importance of Sponsorship
21
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
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Importance of Sponsorship
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
Bottom Line Up Front (BLUF)
Applying a structured approach to CM and integrating it
into the project plan impacts results.
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Primary Responsibilities of CMOn a project
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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%
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Primary Responsibilities of CMOn a project
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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%
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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
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Agenda:
OutcomesSponsorship
ResponsibilitiesOf a function
Bottom Line Up Front (BLUF)
An effectively deployed change
management function increases maturity, CM application and
success rates.
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Primary Responsibilities of CMOf a function (CMO, CoE)
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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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Primary Responsibilities of CMOf a function (CMO, CoE)
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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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Primary Responsibilities of CMOf a function (CMO, CoE)
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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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Primary Responsibilities of CMOf a function (CMO, CoE)
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Own and maintain the CM methodology
Own and maintain the CM tools
Provide consultative support to project teams
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
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 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%
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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.
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© Prosci Inc. All rights reserved.
Prosci SolutionDelivering organizational results by
catalyzing individual transitions
http://www.prosci.com | http://blog.prosci.comchangemanagement@prosci.com
Build individual change competenciesApply change management on initiativesEmbed organizational change capability
http://www.prosci.comsolutions@prosci.com
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