Being Human Change Conversations New Zealand 24052016

Change Conversations:Highlights of the 2016 Prosci Best Practices in Change Management ReportJune 2016Presented by: • Vicky Emery, Director, Change Capability Services, Being

Human• Joanne Rinaldi, Senior Consultant, Being Human

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Introducing Being Human• Founded in 1993• Our mission: develop change-capable people and organisations so they achieve the benefits of change.

• Exclusive Prosci Affiliate Australia and New Zealand.

Getting back to Normal… it’s a town in Illinois USA…isn’t it?

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News from Being Human• 10th anniversary: certified over

5,000 participants.• Our new logo & website coming…

July• New programs & services in 2016:

• Prosci Experienced Practitioner Program - Sydney November

• Prosci ECM Boot Camp• Delivering Project Results – 11 July

Auckland• Coaching Packs for Graduates of

Certification • Change Management consulting -

flexible approach

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Agenda

• Key contributors to success

• Top barriers to success• Impact of effective Change Management on business results

• What to do differently on the next project

“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

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Don’t Log in!

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Prosci by the numbers

• 1994 – Founded in Loveland (Denver) Colorado, USA

• 9 global Benchmarking Reports• 18 years of longitudinal

research• 4,500+ research participants • 56 countries• 70% Fortune 500 companies• 50,000+ Certified practitioners

worldwide• 6,000+ Certified practitioners

Australia/New Zealand

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Objectives of the Best Practices Report1. Uncover lessons learned

from practitioners and consultants so current change Management Teams can benefit.

2. Focus on what is working and what is not working

3. Emerging trends & future direction of the discipline.

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Snapshot of the 2016 Best Practices Report• 1,120 participants • 56 countries• Top 3 roles:

• Change Management team leader • External consultant • Project team leader

• 6 new topics including:• Leveraging Change Agent

Networks• Customisation by Industry• Cultural impacts and adaptations

The largest body of Change Management knowledge in the world.

1% 2% 4%4%

15%

15%

24%

35%

Middle East Latin America Asia and Pacific Islands Africa Europe

Canada Australia and New Zealand United States

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Snapshot of Australia & New Zealand participants

2016 Best Practice Highlights• 1120 organisations• Maturity • Overall effectiveness• Project/Change Lifecycle and

Resistance• Culture dimensions – Regional

and Vertical Industry• Change Agent Networks

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New Topics in the 2016 Report• Culture• Change Agent Networks• Cultural awareness and global

literacy

How cultural awareness influences Change Management practices:

1. Opportunities for customisation2. Cultural-specific adaptations3. Avoid cultural-specific obstacles4. Communication needs to be thought

through

• Vertical Industry Customization• Complementary Roles• Certification in Change Management

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Cultural Dimensions

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Cultural Dimensions and Adaptations

Change Management drives results

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Of the 245 research participants who reported having excellent change management effectiveness, 94% met or exceeded project objectives

6X

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Change Management drives staying on budget

Per

cent

age

of re

spon

dent

s th

at m

et o

r exc

eede

d pr

ojec

t obj

ectiv

es

Change Management drives staying on schedule

17

Per

cent

age

of re

spon

dent

s th

at m

et o

r exc

eede

d pr

ojec

t obj

ectiv

es

Greatest contributors to success

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✔

✔

2016 rank

2016 Best Practices in Change Management Report. 1,120 participants in 56 countries. Prosci Inc copyright 2016.

✔

✔

✔

1. Active and visible executive sponsorship

2. Structured Change Management approach

3. Dedicated Change Management resources

4. Interaction and engagement with Project Management

5. Employee engagement and participation

6. Frequent and open communication

7. Engagement with middle managers

Greatest obstacles to success

1. Lack of active and visible sponsorship

2. Lack of change management resourcing

3. Manager and supervisor resistance

4. Employee resistance5. Lack of buy-in from project

teams

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✔

2016 rank


Sponsor Effectiveness Directly Correlates to Project Success

202016 Best Practices in Change Management Report.

1,120 participants in 56 countries. Prosci Inc copyright 2016.

Project teams ranked over 50% of their sponsors as having only a moderate to low understanding of their role in managing the people side of the change and graded them as “average to poor” in terms of sponsorship activities.

Research Finding

* Data from 1120 participants, 2016 Change Management Best Practices study.


Which roles are senior leaders struggling to effectively fill?


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Use of a Change Management methodology


2003 2005 2007 2009 2011 2013 20150%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

34%

55%58% 60%

72%

79%73%

Use of a particular methodology

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Use of a consistent methodology across the organisation

Don’t know7%

Yes29%

No64%


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2011 2013 20150%

10%20%30%40%50%60%70%80%90%

100%

76% 74% 76%

23% 25% 23%

Yes No

Don't know

Dedicated Resources

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Interaction and engagement with Project Management

Percentage of participants who integrated Project Management and Change Management

Yes No Don't know0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

71%

22%

7%

77%

20%

3%

20132015

Did integration make an impact on achieving project

objectives?

Integrated Did not integrate0%

10%

20%

30%

40%

50%

60%

70%58%

42%

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Tips - What would you do differently when integrating CM &PM activities on your next project?

1. Begin Change Management earlier

2. Provide training on change management

3. Ensure adequate resources for change management

4. Engage senior leaders5. Engage with project

managers

Need more?

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Being Human Change Conversations New Zealand 24052016