creasey adkar track gartner bpm sept 2015
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Copyright Prosci 2015. All rights reserved.
Research | Methodology | Training | Advisory Services
Catalyzing Individual Transitions to Deliver on Business Transformation
www.prosci.com | +1-970-203-9332
Prosci ®
[email protected] @timcreaseywww.linkedin.com/in/timcreasey/
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BiggerChange
More Complex Change
MoreCross
Functional
FasterChange
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Change ultimately comes to life
One person at a time3
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It is often easier to think about change from only the
organizational perspective
Cultural Transformation System Update
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Current Transition Future
Organizational change
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But change ultimately happens one person at a time
AndyBeckyCharlieDebbie
AndresBelindaCatalinaDiego
AjitBinduChandaDarshan
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Current Transition Future
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Made up of individual changes
Organizational change
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Estimate how many people will have to do their jobs differently after your current project goes live.
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Current Transition Future
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Made up of individual changes
Organizational change
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If we do not support and equipindividual transitions,
then our future state looks nothinglike the future state we expected
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= lower ROI= less benefit realization
= unachieved improvement= not what we expected/hoped for
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If we can support and enableeach of those individuals through their own personal transitions,
we create successful change:
At the individual levelAt the project level
At the organizational level12
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Change management:CHānj ‘manijmǝnt
Catalyzingindividual transitions
to deliverorganizational results
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Change management helps mitigate mission critical project risks
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Gartner BPM SummitDec 12, 2014
Prosci Webinar Feb 11, 2015
Change management is how you capture people-dependent ROI
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Employee adoption and usageof change has a
direct and concrete impact on achieving expected
results and outcomes16
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16%46%
77%
96%
0%
100%
Poor Fair Good Excellent
Change Management Effectiveness
Percent who met or exceeded objectives
Change management correlates directly with project success
6xIncrease in likelihood of meeting objectives with excellent change
management
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16% 32%
54%
72%
0%
100%
Poor Fair Good Excellent
Change Management Effectiveness
Percent who were on or ahead of schedule
Change management correlates directly with staying on schedule
DelaysReworkRedo
Revisit
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48%
63%71%
81%
0%
100%
Poor Fair Good Excellent
Change Management Effectiveness
Percent who were on or ahead of budget
Change management correlates directly with staying on budget
Pay now or pay later
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McKinsey study shows that “effective change management pays”
Top performers:
143%
Worst performers:
35%
Percent of expected value of initiative eventually captured by company
From McKinsey “Helping Employees Embrace Change”http://www.mckinsey.com/insights/organization/helping_employees_embrace_change
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Change management is how we capture
the people-dependent portion of our project
value, ROI and benefits.
Change management is a benefit realization enabler.
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Current Transition Future
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Aspects of a person’s job
you can impact
Processes
Systems
Tools
Jobroles
Criticalbehaviors
Mindset/Attitudes/
Beliefs
Reportingstructure
Performancereviews
Compensation
Location Equipping and
supporting these
individual changes is how
results are realized
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How does this person
make a successful personal change?
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M T W R F
An email on Mondayfor training on Tuesday
for “go live” on Wednesday
is NOT the way to prepare and equip individuals to
successfully change25
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How often do you see Monday-Tuesday-Wednesday change?
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PUNCHLINEIf you understand how a single individual makes a change, you can catalyze and support the employee and stakeholder personal transitions to drive change results and outcome
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Prosci® ADKAR® Model
ReinforcementTo sustain the change
AbilityTo implement required skills and behaviors
KnowledgeOn how to change
DesireTo participate and support the change
AwarenessOf the need for change
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Real Life Example of ADKAR
SAVE OUR PLANETDear Guest,
Every day millions of gallons of water are used to wash towels that
have only been used once.
YOU MAKE THE CHOICE:
A towel on the rack means “I will use again.”
A towel on the floor means: “Please replace.”
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A Few More Real Life ExamplesSame change, different Desires
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A Few More Real Life ExamplesApp introduction screens – K and A
TheWeatherChannel
FandangoPulse
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Prosci® ADKAR® Model
Reinforcement“I will continue to…”
Ability“I am able to…”
Knowledge“I know how to…”
Desire“I have decided to…”
Awareness“I understand why…”
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Which ADKAR element do you think is the most challenging in times of change?
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ADKAR Defines Success: For One Person or Organization-Wide Changes
Change with one person
Or five people…
Or twenty people…
Or 1000 people…
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Awareness
What is the nature of the change?
Why is the change happening? Why now?
What happens if we don’t change?
Change begins with understanding why
Awareness IS:Awareness of the NEED for change
Awareness is NOT:Awareness that a change is happening
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Think about a change that recently impacted how you had to do your job. Rate your level of “AWARENESS of the need for change” on a 1 (lowest) to 5 (highest)
scale.
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Desire is tricky becauseYou cannot MAKE Desire, but…
You can INFLUENCE Desire
Desire
What’s in it for me (WIIFM)?
What are the personal motivating factors?
What are the organizational motivations?
Change involves personal decisions
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Thinking about that same change… Rate your level of “DESIRE to participate and support the change” on a 1 (lowest) to 5 (highest) scale.
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Knowledge
Training on and learning new behaviors, skills, processes and tools
During and after the change occurs
Change requires knowing how
Knowledge is NECESSARY but not SUFFICIENT for creating change
This is what Knowledge without Awareness and Desire looks like
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Thinking about that same change… Rate your level of “KNOWLEDGE on how to change” on a 1 (lowest) to 5 (highest) scale.
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Ability
Demonstrated capability to implement the change in performance or behavior
Change requires action in the right direction
There can be a Knowledge-Ability Gap
Knowledge = Ability/
Knowledge
Knowledge
Knowledge
Ability
Ability
Ability
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Thinking about that same change… Rate your level of “ABILITY to implement” on a 1 (lowest) to 5 (highest) scale.
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Reinforcement
Actions that increase the likelihood thatthe change will be continued
Recognition and rewards to sustain
Change must be reinforced to be sustained
Without Reinforcement,it is our tendency to revert back:
• Natural• Physical• Psychological
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Thinking about that same change… Rate your level of “REINFORCEMENT to sustain the change” on a 1 (lowest) to 5 (highest) scale.
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Copyright Prosci 2015. All rights reserved.
Prosci® ADKAR® Model
Reinforcement“I will continue to…”
Ability“I am able to…”
Knowledge“I know how to…”
Desire“I have decided to…”
Awareness“I understand why…” Question to you:
Are you actively building (and planning for)
A, D, K, A, and R?
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Aligning CM to Project Lifecycle
Initiate Plan Design Develop Deploy
“Go Live”Kick off
Phase 3: Reinforcing
Change
Phase 2: Managing
Change
Phase 1: Preparing
for Change
A D K A R
Strategy Plans Measures
GeneralProject
Lifecycle
Individual Change Journey
Milestones
OrganizationalChange Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-PhaseProcess
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Copyright Prosci 2015. All rights reserved.
Aligning CM to Project Lifecycle
Initiate Plan Design Develop Deploy
“Go Live”Kick off
Phase 2:
Plans
GeneralProject
Lifecycle
Individual Change Journey
Milestones
OrganizationalChange Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-PhaseProcess
AD RKA
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Aligning CM to Project Lifecycle
Initiate Plan Design Develop Deploy
A D K A RAK AKAccounting
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Initiate Plan Design Develop Deploy
A D K A R
A
A
N. America
Europe
Asia
A D K
A D K
R
R
Aligning CM to Project Lifecycle
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Initiate Plan Design Develop Deploy
1
A D RProgram
Project 1 K R
Project 2
Project 3
Project 4
A
R
R
R
2
A
4
A
3
A
K
K
K
Aligning CM to Project Lifecycle
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Copyright Prosci 2015. All rights reserved.
Aligning CM to Project Lifecycle
Initiate Plan Design Develop Deploy
“Go Live”Kick off
Phase 3: Reinforcing
Change
Phase 2: Managing
Change
Phase 1: Preparing
for Change
A D K A R
Strategy Plans Measures
GeneralProject
Lifecycle
Individual Change Journey
Milestones
OrganizationalChange Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-PhaseProcess
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Change Management ActivitiesDrive Milestones
Individual:
Awareness Desire Knowledge Ability Reinforcement
Communication plan
Sponsor roadmap
Coaching plan
Training plan
Resistance Mgmt
Organizational:
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The challenge to you:
DesignDevelopDeliver Awareness
DesireKnowledge
AbilityReinforcement
Effective solutions for BPM
Transformation
Build sufficientindividual
+
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Technical side – people side quadrant
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Prosci® ADKAR® Model
ReinforcementTo sustain your your change
AbilityTo implement required skills and behaviors for your change
KnowledgeOn how to make your change
DesireTo participate and support your change
AwarenessOf the need for your change
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W7. Workshop:
Building Your ADKAR Map for Your Transformation Effort
(2:15 p.m. – 3:45 p.m.)
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Catalyzing Individual Transitions to Deliver on Business Transformation
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Prosci SolutionDelivering organizational results by
catalyzing individual transitions
http://www.prosci.com | http://[email protected]
Build individual change competenciesApply change management on initiativesEmbed organizational change capability
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