Prosci change management webinar

Prosci change management webinar

Increasing change management

maturity and agility: Prosci and EY

1

Prosci by the #s:

………...

Prosci’s mission

To help individuals and organizations build

their own change management capabilities

through development and delivery of research-based, holistic, and easy-to-use tools and methodologies.

………...

► 150 countries

► 1,000+ change management

professionals

Session objectives

3

Need for

agility

Defining

agility

for agility

Appetite

Maturity

model

capability

Growing

challenges

Barriers/

• Understand the need for agility

• Explore definitions of organizational and change agility, and define agility for your own organization

• Learn a simple, powerful maturity model for change capability

• Receive best practices and immediately actionable steps for building change capability

• Hear how organizations have tackled the challenges faced when building change agility through case studies of real Prosci and EY clients

• Contribute to real-time research on the topic

Need for

Today’s change requires agility

Change leadership

competencies

throughout

Out-changing as a

competitive advantage

Strategic

imperative:

Strategy is

change

Velocity of change:

Demand side pull

Bigger Faster

Connected Complex

Agility is an organizational imperative

Market forces are continuously

pushing organizations to be

increasing agile in their

go-to-market strategy.

Greater success is found within

organizations that are

Enhanced agility

increases market relevance

7

Strategic

vision

Organizational

alignment

Competitive

advantage

Responsive change management capability is a key

differentiator in enhancing organizational agility

Examples in action:

EY worked with a global agricultural client to enable organizational

transformation with a comprehensive change management (OCM) program: • More efficient operating model

• Meet evolving customer needs

• Enhance client to supplier collaboration and transparency

• Customer-centric OCM

strategy and deployment • Flexible and responsive

enablement approach

Which motivators are at play in your

organization’s agility effort?

- Scale/growth

- Speed to market

- Increased connection with stakeholders

- Simplify complexity

- Other (type in to chat pane)

Agenda

9

Need for

agility

Defining

agility

for agility

Appetite

Maturity

model

capability

Growing

challenges

Barriers/

Change capability/agility

DNA/fabric/norm through individual competencies

and integrated CM approaches

Change capability/agility

DNA/fabric/norm through individual competencies

and integrated CM approaches

Change management

Catalyzing individual transitions to

deliver organizational results

Change management

Defining agility

“The ability to transform

information into insight in

response to market movements.”

“Organisational agility: How business can survive and thrive in turbulent times,” The

Economist Intelligence Unit, 2009.

“The speed and ability of a

business to identify and react

to internal and external events

that could and do occur.”

Optimizing and balancing corporate agility for insurers, EYGM Limited, 2013.

“The result of integrating alertness to changes with a capability to use resources in responding to such changes, all in a timely, flexible, affordable, relevant manner.”

“Understanding Organizational Agility: A Work-Design Perspective,” Clyde Holsapple, Xun Li, University of Kentucky, 2008.

What is your

definition

of agility?

11

How do you define change agility?

13

What is the level of a common,

shared definition of change agility

in your organization?

-5 – Complete shared definition

-4 – Mostly shared definition

-3 – Some shared definition

-2 – Slight shared definition

-1 – No shared definition

Contributing to real-time research

Agenda

Need for

What drives an appetite

to enhance organizational agility?

15

Organizations with

agility integrated into

their culture have a

distinct advantage in

the market

Survival

imperative

Some organizations realize they have to be agile to continue to exist

Culture

Some companies have agility built into their culture

A robust change capability that

facilitates organizational agility is a key differentiator

What are your organization’s

reasons/drivers for enhancing

your organizational agility?

17

What is your organization’s appetite

for building capability?

- 5 – Huge appetite

- 4 – Large appetite

- 3 – Moderate appetite

- 2 – Small appetite

- 1 – No appetite

Contributing to real-time research

Agenda

Need for

19

Level 5 OrganizationalCompetency

Change management competency is evident at all levels of the organization and

is part of the organization's intellectual property and competitive edge

Continuous process improvement in place Highest profitability, responsiveness and project success rates

Level 4 Organizational Standards

Organization-wide standards and methods are broadly deployed for managing and

leading change

Selection of common approach

Level 3 Multiple

Projects

Comprehensive approach for managing change is being applied on multiple

projects within organization

Examples of best practices evident

Level 2 Isolated

Projects Some elements of change management are being applied in isolated projects

Many different tactics used inconsistently

Level 1 Ad Hoc or Absent Little or no change management applied

People-dependent without any formal practices or plans

Highest rate of project failure, turnover and productivity loss

How mature is your organizational change capability?

Maturity drivers:

•

“Burning platform”

•

Desire

•

Awareness

•

Expertise/capability

Robust change capability enables

an organization to make rapid

adjustments in response to market

forces.

Prosci®

Change Management Maturity Model™

Level 5 Organizational Competency

Change management competency is evident at all levels of the organization and

is part of the organization's intellectual property and competitive edge

Continuous process improvement in place Highest profitability, responsiveness and project success rates

Level 4 Organizational Standards

Organization-wide standards and methods are broadly deployed for managing and

leading change

Selection of common approach

Level 3 MultipleProjects

Comprehensive approach for managing change is being applied on multiple

projects within organization

Examples of best practices evident

Level 2 Isolated

Projects Some elements of change management are being applied in isolated projects

Many different tactics used inconsistently

Level 1 Ad Hoc or

Absent Little or no change management applied

People-dependent without any formal practices or plans Highest rate of project failure, turnover and productivity loss

Prosci

Moving companies up the

maturity spectrum leads to market results

21

Examples in action:

EY worked with a regional bank client to enable a technology and organizational transformation with an integrated OCM program to:

• Respond efficiently to regulatory and reporting requirements

• Leverage established and strong client culture to meet emerging market needs • Improve business processes

• Establish a structured and reusable OCM approach

• Enhance stakeholder management

Examples in action:

EY worked with a large US utilities client to create a road map to accelerate customer awareness and adoption to:

• Meet new market forces with greater transparency, control and options • Move organization from process-driven

to outcome-driven focus • Create shared purpose and vision

• Evaluate and enhance existing organizational resources capable of meeting evolving market needs

Level 5 Organizational Competency

Level 4 Organizational Standards

Level 3 MultipleProjects

Prosci

Change Management Maturity Model

Where is your

organization today?

23

What is your current level of maturity?

- Level 5 – Organizational Competency

- Level 4 – Organizational Standards

- Level 3 – Multiple Projects

- Level 2 – Isolated Projects

- Level 1 – Ad hoc or Absent

Contributing to real-time research

Agenda

Need for

How does my organization

move up the maturity spectrum?

25

Change agility requires integrating into

changes, projects and programs.

“I’d like three orders

of change agility

from page 145,

please.”

Change agility takes

more than chatter,

“want to” or magic.

What is enterprise change

management capability?

CM

Build

individual

competencies

Integrate

into

changes, projects

and programs

Data on biggest

barriers and obstacles

• Lack of understanding of

and buy-in for change

management

• Poorly resourced and

executed deployment

effort

• No leadership

commitment or

consistent sponsorship

• Lack of application of

change management

• Lack of expertise

• Conflicting priorities

• Lack of focus or

prioritization

• No participation by

managers and supervisors

27

Prosci research

What is the biggest barrier to increasing

change agility for your company?

Removing barriers

to increasing organizational agility

29

Examples in action:

EY worked with a financial services client to define, implement and scale up an organizational change management program to:

• Create a self-regulated workforce

• Create an embedded culture of change

• Enable flexibility and speed for high-impact changes

• Gain stakeholder buy-in • Drive front, middle and back

office impacts

• Build client OCM capability

Examples in action:

EY worked with a global advertising and marketing client to enable large-scale technology and organizational transformation with an integrated OCM program to:

• Drive resource productivity gains • Enhance innovation and creativity by

removing organizational barriers • Create a culture of continuous

engagement • Develop trust through highly

collaborative program activities

• Define nimble OCM team structure

to establish ongoing organizational capability

Session objectives

Need for

agility

Defining

agility

for agility

Appetite

Maturity

model

capability

Growing

challenges

Barriers/

• Understand the need for agility

31

EY capability support

For more information, contact the following members of EY’s People and Organizational Change Leadership Team:

Charlie Goldwasser [email protected] +1 818 355 3443 Los Angeles Nathan Fisher [email protected] +1 617 784 7338 Detroit Dana Moore [email protected] +1 714 585 3908 Chicago The better

the question. The better the answer. The better the world works.

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