Enterprise Change Management

Prosci change
management webinar
Enterprise Change Management

Building the competency to manage change
The slides, PDF file of the slides, the one page handout and the
contained content are designed for use with participation in the
webinar. Reproduction and distribution without permission
are prohibited. If you are interested in distributing this
information in your organization, please contact Allison Seabeck
at aseabeck@prosci.com webinar@prosci.com
or 1-970-203-9332.
Prosci © 2011 www.change-management.com 1
About Prosci ® About Prosci ®
webinars
Our value proposition:
To help organizations build their own internal
change management competencies through the
Webinar purpose:
development and delivery of tools and methodologies • Educational
• Thought provoking
• g into new development
Insights p
O principles:
Our i i l • New ideas, phraseology, language,
Research-based | Holistic | Easy-to-use and frameworks
• Give you at least one hour per week to
think about change management
Prosci by the numbers:
6 Longitudinal studies
12 Years of research Tools or downloads referenced in this free webinar are
66% Fortune 500 companies for webinar educational purposes; reproduction or
2000+ Research participants distribution of these tools in your organization will
4000+ Certified practitioners require additional steps on your part.
45,000+ Registered members
Prosci’s channels: Prosci’s target audiences: Contact:

• Published products and tools • Change management specialists Telephone Support – 970-203-9332
• Web-based tools and applications • Project teams and leaders Email Support – webinar@prosci.com
• Face-to-face training • Executives and senior leaders Webinars are presented by Tim Creasey,
• Train-the-Trainer • Managers and supervisors Prosci Chief Development Officer
1
Agenda
Leadership
Process Project
• What is ECM
Structure Skill
• Why ECM
Vision Strategy Implementation
• How ECM Engage

Engage primary
primary
Build
Build project
project plan
plan
sponsor
sponsor Create
Create change
change
Define
Define future
future state
state management
management plan
plan
Form
Form and
and prepare
prepare
project
project team
team
Assess
Assess current
current Create
Create and
and present
present
state
state business
business case
case
Select
Select deployment
deployment
strategy
strategy Implement
Implement integrated
integrated
plan
plan
2
Setting the stage
• Deploying change management is
relatively
l ti l recentt phenomenon
h
• Prosci’s inroads into deployment

– History and experience with clients
– Benchmarking g research and data
– Models developed that integrate change
management, project management, project
planning and business case expertise
Prosci history
2004 Developed Maturity Model after research with 180 participants
2005 Special section in 2005 benchmarking study (411 participants)
Aug 2005 ECM benchmarking study (65 online participants, 18 interviews)
Nov 7-10, 2005 First ECM Summit
Jan 2006 ECM benchmarking study and whitepaper released
June 5-8, 2006 Second ECM Summit
Sept 2006 Released whitepaper, Are you looking to build CM competencies?
April 17-19, 2007 Third ECM Summit
May 2007 Released ECM Roadmap
Oct 2007 Special section in 2007 benchmarking study (426 participants)
Oct 30-Nov 1, 2007 Fourth ECM Summit
May 6-8, 2008 Fifth ECM Summit
Dec 2008 Special section in 2009 benchmarking study
Ongoing Prosci ECM Labs for ECM design teams
www.change-management.com/ecmlab.htm
3
House/Subdivision Framework
• Change management is • ECM is like designing a

like building a house subdivision
– How do we effectively – How do we bring change

manage the people side of management to our entire
change on one project? organization?
Base-line
What is change management
• Change management occurs on
th project
the j t or initiative
i iti ti level
l l
• Change management is:

– the [application of] the set of tools,
processes skills and principles for
processes,
managing the people side of change
to achieve the required outcomes of
a change project or initiative
4
What is ECM
• ECM takes change management from a tool that is
applied to change initiatives to an organizational
competency and source of competitive advantage
– Enterprise Change Management is defined by Prosci

(after research and analysis) as: the systematic deployment
off change
g management
g skills,, tools and processes
p
throughout an organization
ECM components
From the
F h CEO
Common approach, to front-line
constantly applied employees
Process Leadership
and tools competency
p y
Strategic
Flexibility,
capability durability, core
competency
5
Why ECM
1. Cumulative benefits of change management
2. Benefit of enterprise perspective
3. External drivers demand change management

competency (frequency and importance of changes)
4 IIncrease organizational
4. i i l change
h capacity
i andd reduce
d
impact of change saturation
1. Cumulative benefits of CM
• The better we manage the people side of change
th more likely
the lik l we are to
t meett objectives
bj ti
– Correlation data from Prosci and McKinsey research
• Avoid negative consequences

– Productivityy declines;; ppassive resistance;; active
resistance; employee disengagement; attrition;
arguments; slow adoption; work-arounds; divides
between "us" and “them”
6
1. The story:
Cumulative benefits
“Effective change management means a higher

likelihood of achieving project objectives and
return on investment (ROI); effective change
management on all projects (read ECM) means a
higher likelihood that all changes are more
effectively implemented.”
2. Benefits of enterprise perspective

• Benefit of a common approach
– Common language
– Shorter learning curve
– More consistent application
– Common and shared resources
– Opportunity for continuous improvement
– Prevention of ‘reinventing
reinventing the wheel’
wheel
• Risks of ad hoc approach
– Collision of multiple approaches
– Backfire and disengagement
7
2. The story:
Enterprise perspective
“Applying solid change management on our

projects makes us more successful, but we can be
the most effective at becoming flexible and
durable when we take an enterprise view –
creating a common language,
language sharing resources
and continuing to improve our approach.”
3. External drivers
50%
• Amount of change
on the rise 40%
Percent of respondents
30%
• Importance of
change on the rise 20%
10%
• Cost of mismanaging
change can not be 0%
Decrease Decrease Remain Increase Increase
tolerated significantly slightly unchanged slightly significantly
* 2009 benchmarking study results for

expected change in the next two years
8
3. The story:
External drivers
“With extensive change happening right

now and expected to continue in the
coming years, building the competency to
manage
g changeg has become a necessityy ffor
growth, innovation and survival.”
4. Increasing change capacity

Change saturation
Change capacity Change disruption
Culture Number of changes
History
Disruption of each
Structure
Nature of the
change
Perceived need for
change
Change
management
Change mgmt effectiveness
competency
9
4. The story:
Change capacity and saturation
“Each change that is more effectively

managed consumes less of our change
capacity. When we build the organizational
competency to manage change, we can
actually
t ll increase
i the
th capacity
it for
f change
h
the organization can handle.”
What is your story?

• Why should your organization work to
d l change
deploy h managementt and d bbuild
ild
change management competencies?
“We as an organization should work to build change

management competencies and capabilities because…”
_____________________________________
_____________________________________
10
Keys for answering “Why ECM?”
• Link to your organization’s strategy and
mission
i i (where
( h are we going)i )
• Link to your audience’s pain points and

concerns (what keeps them up at night)
“Finance, finance, finance” 9Meet objectives

+ 9On time
Strategy and compensation 9On budget
How ECM
• ECM as a change and a project
• ECM Deployment Process Engage

Engage primary
primary
Build
Build project
project plan
plan
sponsor
sponsor Create
Create change
change
Define
Define future
future state
state management
management plan
plan
Form
Form and
and prepare
prepare
project
project team
team
Assess
Assess current
current Create
Create and
and present
present
state
state business
business case
case
Select
Select deployment
deployment
strategy
strategy Implement
integrated
plan
• ECM Strategy Map

plan
Leadership
Process Project
Structure Skill
11
ECM as a change and a project
• ECM has a current, transition and future state
• Someone must manage the ‘technical’ side of
the project and the ‘people’ side of the change
Current Transition Future
ECM is a change! And a project!

ECM as a change and a project
• “People”
People components • “Technical”
Technical components
– Building Awareness for – What is the scope?
the need for change – Who is on the team?
management – Who is funding,
– Creating Desire to authorizing and
participate and support sponsoring the project?
change
h managementt – What are the ‘nuts and
– Build Knowledge and bolts’ of the solution (i.e.
Ability to fulfill roles in deploying change
change management management)?
12
Prosci ECM Deployment Process
Build project plan

Engage primary
sponsor
Create change
Define future state
management plan
Form and prepare
project team
Assess current Create and present
state business case
Select deployment
strategy
plan
Prosci ECM Strategy Map

• Five different categories
of tactics to build ECM in
Leadership your organization
Process Project • An effective deployment

strategy has balance
Structure Skill • U
Use th
the right
i ht mix
i off
strategy elements based on
your organization and your
future state
13
Examples of strategy map
Require change Leadership

management plans
for every project Process Project
in eexcess
cess of
o $500K
$500
in order to receive Structure Skill
funding.
HR initiates an
educational Leadership
campaign and then

transfers ownership Process Project
to internal trainingg
group for open
Structure Skill
enrollment courses.
14
Integrate change Leadership

management process
elements into the Process Project
sstandard
a da d PM
process. Structure Skill
Create a CM staff Leadership

group at a corporate
level that has Process Project
oversight
ove s g oon aall
projects for change Structure Skill
management.
15
Building your strategy map
• Inputs
?
Leadership – Your future state
– Your current state
– Strategies that have
?
Process
?
Project worked in your org
– Strategies that have not
worked in your org
?
Structure
?
Skill • Output
– S
Set off tactics
i that
h bbecome
activities in your ECM
project plan
What is your “default” view of ECM?

Failure modes to avoid
1. Not treating ECM as a project and a change

2. Not defining the future state
3. Not using a multi-faceted approach
Current Transition Future
16
ECM questions to ask yourself
Pop quiz
Yes No
Is there a recognized need for building change management
capabilities in the organization?
Do you have sponsorship for the ECM effort?
Do you have a team to take on the ECM design process?
Have you defined the future state?
Have you assessed the current state?
Have you developed a holistic set of strategies and tactics for
moving through the transition state?
Are you addressing ECM as both a project and a change?
Next steps for building change

management capabilities
The starting point: 3-day program where you learn the principles, process
Change
and tools for managing change – “understand what you are deploying” –
management
offered as open enrollment or at your location
certification www.change-management.com/change-management-training.htm
One-hour overview call with a Prosci analyst about what ECM is and
ECM Vision how your organization will benefit – email webinar@prosci.com with
“ECM Vision inquiry” in subject line
Instructor-led ECM design session conducted over five two-hour live

“ECM Sessions” and “ECM Lab” exercises and activities that your team
ECM Lab
completes between each session
www.change-management.com/ecmlab.htm
Learn how to deliver Prosci’s change management training in your

Train-the-
organization to build individual competencies
Trainer www.change-management.com/tutorial-ttt.htm
17
Prosci change management offerings
Research-based | Holistic | Easy-to-use
Certification ECM Lab

Instructor-led, distance learning program to develop your
3-day intensive program where you apply
Enterprise Change Management strategy and tactics. Five
the methodology, process and tools to a
two-hour sessions with “lab” work your team conducts in
real project as you learn them. between sessions to build your approach.
E
Earn CEUs,
CEU PDUs
PDU andd HRCI credits
dit
Open enrollment: offered at locations across the US, Methodology tools
and also around the world by Primary Affiliates
At your location: for classes up to 15 participants Change Management Toolkit: 3-ring binder
“Awesome - truly one of the most beneficial programs I have with CD-ROM – complete process and set of
ever attended - immediate application on the job!” assessments, worksheets and templates
“The best training class I have had in years. Goes way beyond Change Management Pilot Pro: online
the strategy and framework and focuses on real world methodology tool with “four-click” access to
problems and the tools to solve them.” methodology, downloadable templates and
assessments, and eLearning modules
Additional training
Best Practices report
Onsite programs for: Executives and senior leaders;
Managers and supervisors; Front-line employees Best Practices in Change Management
New: Train-the-Trainer program teaches you how to (2009 edition): most complete body of
knowledge on change management available
deliver Prosci’s change management programs in
with benchmarking results and lessons
your organization
learned from 575 change practitioners
Change management certification

"Very easily the best, most educational learning experience in which I have ever participated." - Chris T.
• Prosci change management public sessions (Tuition: $2100)

– 3-day certification program in change management
• Work on an actual change project from your organization
• Utilize best practices research with more than 2000 companies worldwide
• Get input from seasoned executive instructors and fellow classmates
• "Hit the ground running" with your change management plans when you return
• Earn 2.4 CEUs, 24 PDUs from PMI and 19.75 HRCI recertification credits
• www.change-management.com/change-management-training.htm
– Offerings of the 3-day certification program:
• Several times per month at locations across the United States, or at your location
• Across the globe offerings by Primary Affiliates and Authorized Training Providers
“One of the best sessions for business training I have “Fantastic program to bring together the project management
attended. Well structured methodology for immediate impact.” discipline with a change management methodology.”
- Ken M. - Keith S.
“Amazing experience - career changing for me. What I learned “Many training sessions only give the theoretical approach, but
at Prosci’s Change Management Program will allow me to this one took it to the next necessary step of implementation.
transform my organization.” - Shelly Z. This will jump-start the change!” - Debra Q.
18
Change management certification
Course locations across the U.S.
Or bring the program to you – email training@prosci.com for information about onsite programs
Grand Geneva
Chicago, IL area
Stanley
S l H Hotell
Colorado Rocky Mountains
Hotel Baker
Chicago, IL area
Seascape Resort
Monterey Bay, CA area Airlie Center
Washington DC area
Peaceful Valley Ranch Plantation Inn

Colorado Rocky Mountains Tampa, FL area
“This program absolutely over-delivered my expectations. I “Awesome - truly one of the most beneficial programs I have
now feel more prepared and better equipped to do my job.” ever attended - immediate application on the job!”
- Paul S. - Robin S.
“This was the most effective and engaging course I've ever “The best training class I have had in years. Goes way beyond
taken. I feel that I can truly use this knowledge in my personal the strategy and framework and focuses on real world
and professional life immediately.” - Lisa S. problems and the tools to solve them.” - Jennifer J.
Prosci Train-the-Trainer
• The goal of Prosci’s Train-the-Trainer (TTT) program is to enable you to
facilitate an experience that transforms how someone sees themselves when
it comes to managing the people side of change.
– www.change-management.com/ttt/index.htm
Courses you can teach following TTT: Topics covered in the 3.5 day TTT program:
• Prosci's 3-day program for change • Philosophy and principles
management practitioners and project • Success factors
team members • Preparing for a course Prosci’s TTT program is delivered
• Prosci's 1-day coaching program for • The big picture at the Change Management
managers and supervisors • Storytelling Learning Center in Loveland, CO
• Prosci's 4 to 6-hour sponsor program • Transitions and activities each month. See dates at the
for executives and senior leaders • Facilitator challenges website above. Class size is
• Prosci
Prosci'ss 1-day
1 day primer for front
front-line
line • Course facilitation limited to 5, so seats are limited.
employees
“Companies around the world are building competency in change management to become more
flexible in today’s marketplace. Prosci’s Train-the-Trainer program gives you the ability to provide these
courses internally - and for a lower cost to your organization.”
~ Jeff Hiatt President and CEO, Prosci Inc.
19
Resources for applying the Prosci methodology
• The following resources were used in the creation of this webinar. If you are
looking for more detailed descriptions, checklists and tools, visit
www.change-management.com/bookstore.htm for ordering information.
• Resources for developing change management plan

– Change Management Toolkit ($349)
• Change management principles, process, templates and checklists in an easy-
to-use 3-ring binder with CD-ROM
• www.change-management.com/change-management-toolkit.htm
– Change Management Pilot Pro 2010 ($449)
• Online version of Prosci’s methodology and tools
• Updated content with latest best practices and new assessments
• www.change-management.com/cm-pilot.htm
Reference and research materials

• Reference guides
– Best Practices in Change Management benchmarking report ($249)
• 2009 benchmarking study, most comprehensive report ever
• Lessons-learned and findings from 575 participants from 65 countries
• www.change-management.com/best-practices-report.htm
– Change management: the people side of change ($18.95)
• Introduction to and foundation in managing the people side of change
• www.amazon.com and search for “change management”
– ADKAR: A model for change in business, government and our
communityy ($
($18.95))
• The definitive explanation of the ADKAR model and how it can be applied to
create successful change
• www.change-management.com/adkar-book.htm
20
Resources for supporting others
• Support for managers and supervisors
– Change Management Guide for Managers and Supervisors ($189)
• 3-ring binder with detailed guidelines and exercises to help managers support
their employees through the change process
• www.change-management.com/managers-guide.htm
– Employee Survival Guide to Change ($14.95)
• A handbook to help employees survive and thrive during change with
frequently asked questions and tools for managing personal transition
• www.change-management.com/survival-guide.htm
– Coaches training session (onsite, call for pricing)
• 1-day program full of exercises to apply coaching principles
• Executives and senior leaders
– Executive briefing (onsite, call for pricing)
• 4 to 6 hour session geared to show senior leaders how they can be successful
sponsors of change, with assessments and application on real changes
Enterprise perspectives
• In addition to the tools for applying change management on a particular change effort,
Prosci has offerings to support organizations who have taken the next step – toward
managing the portfolio of change and building change management competencies
throughout the organization
• Change Portfolio Toolkit ($800)

– A structured approach and set of tools for bringing clarity to the portfolio of
change. Use Change Scorecards, the Group Impact Matrix, Change Heat Maps and
the Portfolio Dashboard to better understand and manage the portfolio of change in
the organization
• www.change-management.com/portfolio-toolkit.htm
• ECM Lab
L b ($4000 + $250 per participant
i i for
f materials)
i l)
– A facilitated design session that helps you and your team create a customized plan
for rolling out change management in your organization.
– Conducted over five “live” sessions with assignments for lab work in between by
your ECM team.
• www.change-management.com/ecmlab.htm
21
The slides, PDF file of the slides, the one page handout and the
contained content are designed for use with participation in the
webinar. Reproduction and distribution without permission
are prohibited. If you are interested in distributing this
information in your organization, please contact Allison Seabeck
at aseabeck@prosci
aseabeck@prosci.com
com or 970
970-203-9332
203 9332.
22

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Prosci change

Enterprise Change Management

About Prosci ® About Prosci ®

Prosci’s channels: Prosci’s target audiences: Contact:

Prosci © 2011 www.change-management.com 2

• How ECM Engage

Prosci © 2011 www.change-management.com 4

• Prosci’s inroads into deployment

Prosci © 2011 www.change-management.com 5

Prosci © 2011 www.change-management.com 6

• Change management is • ECM is like designing a

– How do we effectively – How do we bring change

Prosci © 2011 www.change-management.com 7

• Change management is:

Prosci © 2011 www.change-management.com 8

– Enterprise Change Management is defined by Prosci

Prosci © 2011 www.change-management.com 9

2. Benefit of enterprise perspective

3. External drivers demand change management

Prosci © 2011 www.change-management.com 11

• Avoid negative consequences

Prosci © 2011 www.change-management.com 12

“Effective change management means a higher

Prosci © 2011 www.change-management.com 13

2. Benefits of enterprise perspective

Prosci © 2011 www.change-management.com 14

“Applying solid change management on our

Prosci © 2011 www.change-management.com 15

tolerated significantly slightly unchanged slightly significantly

* 2009 benchmarking study results for

Prosci © 2011 www.change-management.com 16

“With extensive change happening right

Prosci © 2011 www.change-management.com 17

4. Increasing change capacity

Prosci © 2011 www.change-management.com 18

“Each change that is more effectively

Prosci © 2011 www.change-management.com 19

What is your story?

“We as an organization should work to build change

Prosci © 2011 www.change-management.com 20

• Link to your audience’s pain points and

“Finance, finance, finance” 9Meet objectives

Prosci © 2011 www.change-management.com 21

Vision Strategy Implementation

• ECM Deployment Process Engage

• ECM Strategy Map

Prosci © 2011 www.change-management.com 22

Current Transition Future

ECM is a change! And a project!

ECM as a change and a project

Prosci © 2011 www.change-management.com 24

Vision Strategy Implementation

Build project plan

Prosci © 2011 www.change-management.com 25

Prosci ECM Strategy Map

Process Project • An effective deployment

Prosci © 2011 www.change-management.com 26

Prosci ECM Strategy Map

Require change Leadership

Prosci © 2011 www.change-management.com 27

Examples of strategy map

Prosci ECM Strategy Map

campaign and then