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Change Management for hard to love change
Presented by Catherine Smithson December 9 2015
Introducing Being Human • Founded in 1993 • Our mission: develop change-capable people and organisations so they achieve the benefits of change.
• Exclusive Prosci Primary Affiliate Australia and New Zealand.
2
Prosci by the numbers • 1994 – Founded in Loveland
(Denver) Colorado, USA • 8 global Benchmarking
Reports • 16 years of longitudinal
research • 3,400+ research participants • 63 countries • 80% Fortune 500 companies • 30,000+ Certified practitioners
worldwide • 4,000+ Certified practitioners
Australia/New Zealand
3
Agenda
• Hard to love changes - how to spot them
• Typical issues you will encounter • Does regular Change
Management still apply? • Making the business case to
decision makers • Top tips for tailoring Change
Management • Q&A
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Getting back to Normal… it’s a town in Illinois USA.
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Easy to love changes
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Performance Performance >
Current state
Transition state
Future state
Expected Results and Outcomes
Results and Outcomes Benefit Realisation
Value Creation Return on Investment (ROI)
Delivering on the project promise
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Future
© Prosci Inc. All rights reserved www.change-management.com
Individuals make their own transitions: They adopt and use the change
The individual is the unit of change
© Prosci Inc. All rights reserved www.change-management.com
Easy to love changes
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Future
Organisational level Individual level
Prosci ADKAR Model
The five building blocks for individual change
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Awareness: “I understand why…”
Desire: “I have decided to…”
Knowledge: “I know how to…”
Ability: “I am able to…”
Reinforcement: “I will continue to…”
© Prosci Inc. All rights reserved www.change-management.com
11
What is a Hard to Love Change?
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The nature of the change and/or the process of
change makes it difficult to build the buy-in needed to
achieve the required business outcomes.
People factors are a major risk to the success of the change.
Examples • Downsizing and
redundancies • “Like for like” IT system
replacement • Compliance projects • Mandated change • Others?
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What hard to love change looks like
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TT
TT
T T
T
The Swiss Cheese Future State: Adoption and Useage are not what we expected
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“Most locations implemented, but the team in Sydney are still in transition.” “Key users are still struggling, they need more support.” “The new operating model has rolled out but teams are still operating in silos”. “There is a wide variation in the benefits being realised in different parts of the business.” “We need to start Phase 5 to capture all the expected benefits.”
Plus the the solution delivered may not be what was required
“Soft side” drives success on “hard side”
• How much value does a new process deliver if no one follows it?
• How much value does a new technology or system deliver if no one uses it?
• How much benefit is realised if the people drift back to the “old ways”?
With a very large, negative ROI
© Prosci Inc. All rights reserved www.change-management.com
Applying ADKAR to hard to love changes
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ADKAR Stage
Barrier
Awareness • No compelling need • “All’s well in my world” • Risk of not changing not clear
Desire • Increased workload, during & after • Dis-benefits • Mandated change • Losses outweigh the gains • Time frame – speed • History of failed change • Disconnect with values
Typical issues we encounter • Anger • Cynicism • Rumours • Objections • Disengagement • Withdrawal • Passive resistance • Apathy • Lack of participation • No shows at training • Opting out • Workarounds • Others?
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Does regular Change Management still apply?
• Change Management drives the adoption and useage that delivers results, outcomes & benefits
• Change Management mitigates risk
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Change Management increases success rates by a factor of 6
Change Management increases the probability of success
• "Of the 165 research participants who reported having excellent change management effectiveness, 96% met or exceeded project objectives"
• "Participants with the highest level of change management effectiveness were 6X more likely to meet or exceed project objectives"
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16%
46%
77%
96%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor(n=244)
Fair(n=653)
Good(n=834)
Excellent(n=165)
Percent of respondents that met
or exceeded project objectives
Overall effectiveness of change management program* Data from 2007, 2009, 2011 and 2013
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
Correlation of change management effectiveness to meeting project objectives
2014 Best Practices in Change Management Report. 822 participants in 63 countries. Prosci copyright 2013.
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Change Management drives staying on budget
48%
63%71%
81%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor(n=258)
Fair(n=737)
Good(n=1001)
Excellent(n=180)
Percent of respondents that
were on or under budget
Overall effectiveness of change management program* Data from 2007, 2009, 2011 and 2013
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
Correlation of change management effectiveness to staying on budget
Per
cent
age
of re
spon
dent
s th
at m
et o
r exc
eede
d
proj
ect o
bjec
tives
Change Management drives staying on schedule
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16%
32%
54%
72%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor(n=293)
Fair(n=793)
Good(n=1032)
Excellent(n=181)
Percent of respondents that were
on or ahead of schedule
Overall effectiveness of change management program* Data from 2007, 2009, 2011 and 2013
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
Correlation of change management effectivenessto staying on schedule
Per
cent
age
of re
spon
dent
s th
at m
et o
r exc
eede
d
proj
ect o
bjec
tives
Top 5 tips for applying Change Management to hard to love
change
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1. Start Change Management planning early
• Start early – concept, business case or initiation stage
• Get buy in for applying Change Management
• Involve key stakeholders in Change Management strategy
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2. Identify the impacted groups • Which teams/roles are most critical for realising the benefits?
• How will their jobs will changing in the future state?
• What are the key ADKAR barriers for these groups?
• How will you use Change Management address each barrier?
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Preferred Senders of Change Messages
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p. 136
3. Start building Awareness & Desire with people leaders
4. Do an awesome job on communicating the WHY • WHY before WHAT and
HOW • Don’t put lipstick on the pig • Don’t invent or inflate weak
WIIFMs • Tell it like it is – facts and
data • Answer the questions
people are thinking but not asking
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•
5. Focus people on what they can control
• We can’t influence WHAT is changing • Done deal • Government policy or Board
decision • Time for debate is past • Resistance is unproductive
• We can control HOW we change and WHERE we end up • The way we treat people • What the change experience
is like • Where we end up
30
More info
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