best practices in change management - mnasq. · pdf filewhy change management? •...

Best Practices in Best Practices in

Change ManagementChange Management

MNASQ Program Meeting

October 9, 2012

WHY CHANGE MANAGEMENT?

2

Why Change Management?

• Increases probability of

project success

• Manages employee

resistance to change

• Builds change competency

in the organization

– Increasingly important as we

deal with increasing rate of

change

Why Change Management?

• Connect to business

results

• Mitigate negative

consequencesconsequences

• Translate change

management to financial

performance

4

49%

80%

95%

40%

50%

60%

70%

80%

90%

100%P

erc

ent o

f re

spo

nde

nts

tha

t m

et

or

exce

ed

ed

pro

ject ob

jective

s

Correlation of change management effectiveness

to meeting project objectives

5

17%

49%

0%

10%

20%

30%

40%

Poor(n=177)

Fair(n=441)

Good(n=561)

Excellent(n=107)

Pe

rce

nt o

f re

spo

nde

nts

tha

t m

et

or

exce

ed

ed

pro

ject ob

jective

s

Overall effectiveness of change management program

*Data from 2007, 2009 and 2011

© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report

57%

75%

40%

50%

60%

70%

80%

90%

100%P

erc

ent of re

spondents

that w

ere

on o

r ahead o

f schedule

Correlation of change management effectiveness

to staying on schedule

6

16%

34%

0%

10%

20%

30%

40%

Poor(n=215)

Fair(n=532)

Good(n=679)

Excellent(n=116)

Perc

ent of re

spondents

that w

ere

on o

r ahead o

f schedule


*Data from 2007, 2009 and 2011


48%

63%

71%

82%

40%

50%

60%

70%

80%

90%

100%P

erc

ent of re

spondents

that

were

on o

r under

budget

Correlation of change management effectiveness to

staying on budget

7

48%

0%

10%

20%

30%

40%

Poor(n=188)

Fair(n=498)

Good(n=661)

Excellent(n=116)

Perc

ent of re

spondents

that

were

on o

r under

budget


*Data from 2007, 2009 and 2011


1st communication or1st rumor

Incre

asin

g r

esis

tance

Decre

asin

g p

roductivity

Dept. A

Dept. C Productivity loss

Prosci® Flight Risk Model

8

Incre

asin

g r

esis

tance

Decre

asin

g p

roductivity

Time

Dept. B

Dept. C

Dept. D

Turnover of valued employeesTangible customer impactActive resistanceOpt-out of the change

Productivity lossEmployee dissatisfactionPassive resistance

Copyright Prosci 2012. All rights reserved.

Change is a process…

9

Current State Transition Future State

Not an event.

Five Tenets of Change Management

#1 We change for a reason.

#2 Organizational change requires individual change.

#3 Organizational outcomes are the collective result of individual change.result of individual change.

#4 Change management is an enabling framework for managing the people side of change.

#5 The application of change management helps to realize the benefits and desired outcomes of change.

10

ADKAR Model

• Represents the 5 elements of change that

must be achieved for change to be a success.

• Developed by PROSCI after studying change

patterns of more than 700 organizations.patterns of more than 700 organizations.

• An effective tool for managing change at an

individual level and guides activities at the

organizational level.

12

Awareness

Change begins with understanding why.

• What is the nature of the change?

• Why is the change needed?

• What is the risk of not changing?

13

• What is the risk of not changing?

• Resistance to change is the norm.

• Lack of awareness is the most

common reason for resistance.

Desire

Change involves personal decisions

• What’s in it for me (WIIFM)

• A personal choice

• A decision to engage & participate

• Awareness = Desire

14

• Awareness = Desire

• Often considered most difficult step to

achieve

KnowledgeChange requires knowing how

• Understanding how to change

• Training on processes & tools

• Learning new skills

15

Ability

Change requires action in the right direction

• The demonstrated capability to

implement the change

• Achievement of the desired change

in performance or behavior

16

in performance or behavior

• Knowledge = Ability

Reinforcement

Change must be reinforced to be sustained

• Actions that increase the likelihood

that a change will be continued

• Recognition & rewards that sustain

the change

17

the change

SUCCESS FACTORS?

18

Success Factors

19

Success Factors - Sponsorship

• Active, visible, engaged sponsorship

– Talk about it – formally & informally

• Communicate directly with employees at all levels

– Demonstrate commitment – in words & actions– Demonstrate commitment – in words & actions

• Build a coalition of sponsorship

– Employees evaluate importance of change based

on what they see & hear from senior leaders

– Involvement, Commitment, Action

– Sponsor is a verb – not a title

20


• What are some of the things you can do to

create active & engaged sponsors?

21


• What are some of the things you can do to

create active & engaged sponsors?

Project teams ranked over 50% of their sponsors as

22

Project teams ranked over 50% of their sponsors as

having a moderate to low understanding of their role in

managing the people side of change and graded them

“average to poor” in terms of sponsorship activities.


• Assess sponsor competencies– Is the sponsor at the right level?

– Does sponsor support the change?

– What is sponsors track record?

– What is sponsors communication style?–

• Prepare the sponsor– Training

– Assistance

– Clear responsibilities

– Examples of good sponsorship activities

– Examples of common mistakes

23


• Plans

– Sponsor Roadmap

– Communication Plan

– Coaching Plan– Coaching Plan

• Regular meetings with sponsor

• Hold sponsor accountable

24

80%

95%

50%

60%

70%

80%

90%

100%

Perc

ent of re

spondents

th

at m

et

or

exceeded p

roje

ct obje

ctives

Correlation of change management effectiveness to meeting project objectives

The critical role of coaching your sponsor

25

17%

49%

0%

10%

20%

30%

40%

50%

Poor(n=177)

Fair(n=441)

Good(n=561)

Excellent(n=107)

Perc

ent of re

spondents

th

at m

et

or

exceeded p

roje

ct obje

ctives


*Data from 2007, 2009 and 2011


Success Factors – Communication

• Employees often do not hear or internalize key

messages from managers, despite efforts to

create the most complete & clear

communications.communications.

– Often must hear a message 5 to 7 times before

they internalize the message.

• Preferred senders of change messages

• Sponsor

• Immediate Supervisor/Manager

26

Success Factors – Communication

• Send the right message

• To the right audience

• At the right time

• From the right sender

• Through the right channel• Through the right channel

Think you’ve communicated enough? Communicate MORE!

More communication was the #1 “do differently next time” suggestion.

27

Success Factors - ApproachNot everyone changes at the same pace

28

A structured approach ensures objectives realized

Contact Info

• [email protected]

• www.azurion.com

• www.linkedin.com/in/karenmaskell

Resources

http://prosci.com/

http://www.change-management.com/

http://www.acmpglobal.org/

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