cmi sydney presentation building enterprise change capability - top global trends
TRANSCRIPT
Building Enterprise
Change Capability -
Top Global Trends
Presented by
Catherine Smithson
July 2016
Introducing Being Human
• Founded in 1993
• Our mission: develop
change-capable
people and
organisations so they
achieve the benefits of
change.
• Prosci Primary Affiliate
Australia and New
Zealand.
2
Prosci by the numbers
• 1994 – Founded in Loveland (Denver) Colorado, USA
• 8 global Benchmarking Reports
• 18 years of longitudinal research
• 3,400+ research participants
• 63 countries
• 80% Fortune 500 companies
• 30,000+ Certified practitioners worldwide
• 6,000+ Certified practitioners Australia/New Zealand
3
“Life comes at us in waves. We can't predict or control those waves, but we can learn to surf.”
Dan Millman
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.4
Snapshot of participants - ANZ
5
Topics
• Your experiences with
ECM
• Snapshot of global ECM
trends
• Key success factors
• CMO - alive and thriving
• Failing faster
• Q&A
6
“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
Why do we need change
capabilities at the enterprise level?
8
78% of respondents said their
organisations were nearing, at,
or past the point of saturation
2016 Prosci study with 1120 change professionals
10
Bigger
Change
11
Faster
Change
More Complex
ChangeMore Cross
Functional
Change is the new “business as usual”
12
Our current “hit and miss” changes have
consequences
13
People
Projects
Organisation
CEOs see the need for investing in enterprise
change capability
14
76%Our ability to adapt is
a key source of
competitive
advantage.”Pricewaterhousecoopers 2008
90%“Organisational agility
is critical to business
success.”McKinsey 2009
15
Project level vs enterprise level
Change Management Change Management is like
building a house
Fostering individual transitions to deliver
organisational results on projects
ECM is like designing a subdivision
Embedding change agility into the
organisation so it performs today
and tomorrow
©Prosci. Used with permission www.change-management.com
Major gap between Change Management at
project and enterprise levels
17
of participants said they
apply a Change
Management methodology
on projects
of participants reported
that over half of the
projects in their
organisation applied
Change Management
2016 Best Practices in Change Management Report.
1120 participants in 56 countries. Prosci copyright 2016
Just under 50% of organisations globally are
actively building Enterprise Change Management
18
Prosci 2016 Best Practices in Change Management Benchmarking Report.
1120 participants in 56 countries. Prosci copyright 2016
53%
38%
9%
47%43%
10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes No Don’t know
Perc
en
t o
f re
sp
on
den
ts
Actively working to deploy Change Management
2013
2015
Over 80% reported moderate or greater
success
19
Prosci 2016 Best Practices in Change Management Benchmarking Report.
1120 participants in 56 countries. Prosci copyright 2016
3%
14%
61%
20%
2%
0%
10%
20%
30%
40%
50%
60%
70%
Very succesful Unsuccessful Moderatelysuccessful
Successful ExtremelySuccessful
Success of Deployment
Series1
Level 5Organizational
Competency
Change management competency is evident at all levels
of the organization and is part of the organization's
intellectual property and competitive edge
Level 4Organizational
StandardsOrganization-wide standards and methods are broadly
deployed for managing and leading change
Level 3Multiple
ProjectsComprehensive approach for managing change is being
applied on multiple projects within organization
Level 2Isolated
ProjectsSome elements of change management are being applied
in isolated projects
Level 1Ad hoc or
AbsentLittle or no change management applied
Prosci Change Management Maturity Model™
20©Prosci. Used with permission www.change-management.com
Five capability areas
• Leadership – who is 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 people in all roles?
• Standardisation – what is the standard approach? Who ‘housekeeps’ Change Management?
• Socialisation – How do we share success stories and maintain commitment to better managing change?
21©Prosci. Used with permission www.change-management.com
Prosci Change Management Maturity Audit
22
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
2.88
2.38
1.58
2.08
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
©Prosci. Used with permission www.change-management.com
Change Management maturity by region
Region(plus % of study participants from region)
Average Maturity Level
All regions (100%) 2.59
United States (35%) 2.70
Australia and New Zealand (24%) 2.56
Canada (15%) 2.57
Europe (15%) 2.37
Africa (4%) 2.89
Asia and Pacific Islands (4%) 2.65
Latin America (2%) 2.67
Middle East (1%) 2.64
Prosci 2016 Best Practices in Change Management Benchmarking Report.
1120 participants in 56 countries. Prosci copyright 2016
Level of maturity Australia & NZ
Prosci 2016 Best Practices in Change Management Benchmarking Report.
1120 participants in 56 countries. Prosci copyright 2016
11%
38%
37%
11%
3%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Level 1
Level 2
Level 3
Level 4
Level 5
Percent of Respondents
Organisational Maturity 2016 - Australia and New Zealand
Series1
Key success factors for ECM
1. Sponsorship and leadership commitment
2. Proof of success
3. Collaboration approach during implementation
4. Clear and open communications
5. Engagement of project teams
26
Prosci 2016 Best Practices in Change Management Benchmarking Report.
1120 participants in 56 countries. Prosci copyright 2016
HR, OD and PMOs are leading change
capability building
Prosci 2016 Best Practices in Change Management Benchmarking Report.
1120 participants in 56 countries. Prosci copyright 2016
20%
19%
13%
12%
10%
8%
6%
5%
4%
4%
1%
0% 5% 10% 15% 20% 25%
Human Resources (HR)
Project Mangement Office (PMO)
Organizational Development (OD)
Executive Leadership
Information Technology (IT)
Strategy, Transformation, Planning
Other
Corporate Shared Services
Within Business units, Operations
Independent Change Management Group
Grassroots
Originator of the effort
Series1
Most Change Management groups are located
in the PMO
29
38%Had a Change Management Office or
functional group globally
39%Australia & New Zealand
Top Locations• PMO: 29%
• HR: 26%
• Strategy/Transformation:16%
• IT: 16%
• Within business units: 15%
• OD: 14%
Top 5 Roles1. Own & maintain methodology
2. Own & maintain tools
3. Provide consulting support to
resources on projects
4. Provide Change Management
resources (people) to projects
5. Maintain CoP
Prosci 2016 Best Practices in Change Management Benchmarking Report.
1120 participants in 56 countries. Prosci copyright 2016
Failing faster – what can we learn?
1. The training trap - or any single solution
2. Moving forward without Executive Sponsorship
3. Assuming that Execs and others understand the business case for Change Management
4. Not treating change capability building as a project
5. Not adopting a consistent methodology
Q&A
More info
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
33