People. Change. Results.
Audi%ng Enterprise Change Management Maturity
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Email: solutions@prosci.com
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Tools or downloads referenced in this free webinar are for webinar educational
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Our Resources:
• Published products and tools
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To help individuals and organizations build
their own change management competencies
through development and delivery of research-
based, holistic, and easy-to-use tools and
methodologies.
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change management
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2

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Case for Change capability
Change agility
Change in the DNA
Enterprise Change Management
What is
Auditing
Case for Change capability
Change agility
Change in the DNA
Enterprise Change Management
What is
Auditing
Agenda
3

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Case for: Velocity of Change
Demand Side Pull
Bigger Faster
Connected Complex 4

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Case for: Strategic Imperative
Strategy is
change
5

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Case for: Competitive Differentiation
“out-changing”
as a competitive
advantage 6

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Case for: It takes a Village
Change
leadership
competencies
throughout
7

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© Prosci Inc. All rights reserved.
Agenda
Case for Change capability
Change agility
Change in the DNA
Enterprise Change Management
What is
Auditing
9

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“I’d like three
orders of change
agility from page
145, please.”
Change agility
takes more than
chatter, “want to”
or magic
10

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Enterprise Change Management
Org change capability
ECM
Build
Individual
Competencies
Integrate into
Changes, Projects
and Programs
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
General
Project
Lifecycle
Individual
Change Journey
Milestones
Organizational
Change Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-Phase
Process
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Initiate Plan Design Develop Deploy Sustain
11

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Internalize ABC
of sponsors
Internalize CLARC
role in change
Expect and
Thrive in Change
Individual Competencies
Design solutions
with adoption
and usage in mindExecs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
12

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Individual Competencies
Execs &
Senior Leaders
Front-Line
Associates
Middle Managers
& Supervisors
Hiring
On-boarding
Training
Coaching
Objectives
Competency
Models
Development
Plans
Performance
Reviews
13

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Individual Competencies
Research-based, Role-based Training
Prosci’s Holistic Approach Key Change Enabling Roles
Senior Leadership
Change Practitioners
Project Teams
Middle Managers
Front Line Employees
Sponsor Briefing (5-6 hours)
Certification Program (3 day)
Project Management Workshop
(1 day)
Managers Program (1 day)
Employee Program (1/2 day)
Role-BasedTraining
CoachingSupport
14

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Integrate into Changes,
Projects and Programs
Initiate Plan Design Develop Deploy Sustain
Requirement at initiation
Inventory impacted groups
Define their changes
Integrate CM into
project gates
Integrate CM into
standard reviews
Measure success at
benefit realization,
project execution,
AND individual
transition levels
Align “people side”
and technical side
activities
Create customized
and scaled strategy
Resource CM
15

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Integrate into Changes,
Projects and Programs
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
General
Project
Lifecycle
Individual
Change
Journey
Milestones
Organizational
Change Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-Phase
Process
16

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Project
Health
Change
Scorecard
Best Practice
Alignment
CMROI
Calculation
ADKAR
Progress
Adoption
contribution
Installation
contribution
100%
50%
36%
3-Phase
Process
Phase 1:
Preparing for Change
Phase 2:
Managing Change
Phase 3:
Reinforcing Change
Initiate Plan Design Develop Deploy Sustain
Integrate into Changes, Projects and Programs
Email solutions@prosci.com to learn more
17

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Enterprise Change Management
DNA/Fabric/Norm through individual competencies and
integrated CM approaches
Change Management
Catalyzing Individual Transitions to
Deliver Organizational Results
18

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Agenda
Case for Change capability
Change agility
Change in the DNA
Enterprise Change Management
What is
Auditing
19

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BLUF: Bottom Line Up Front
• Add clarity to maturity
• Quantify your maturity
• Establish a baseline
• Track progress
• Focus your effort
20

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Where you
are today
Where you
want to be
How you will
get there
Leadership
Proofs of
success
Structure
and intent
Sponsor
messaging
Charter ECM
CMO, CoE, CoP
Strategically
select
Resource and
apply CM
Rigorously
document
Assess the
Current
Design the
Transition
Define the
Future
Build change
capability/agility to deliver
better results and outcomes
of change, increase resilience
and reduce saturation.
22

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Prosci
®
Change Management
Maturity Model History
2004 2005 2008
March: Released
Maturity Model
2012 2014
August:
Released
Whitepaper
ECM Summit ECM Lab
ECM Suite:
- CM-MM Audit
- ECM Boot Camp
- ECM Roadmap
Version 2 of
Maturity
Model Audit
23

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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
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
Prosci
®
Change Management Maturity Model™
24

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Level 1 – Ad hoc or Absent
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
A distraction from the focus on
installing technical solutions
Applied when:
Not at all, or as a last resort and as a reaction
Practiced by:
Dependent on particular individual practitioners
Not at all by managers and leaders
Change management is:
25

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Level 2 – Isolated Projects
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
Important by some
Unimportant by most
Applied when:
On few projects, from initiation
On some projects, in reaction to resistance
On most projects, not at all
Practiced by:
Handful of unaffiliated practitioners
Change management is:
26

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Level 3 – Multiple Projects
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
A structured approach that adds value
Applied when:
Localized in particular parts of the organization
At initiation on some projects
Still missing or as a reaction on many
Practiced by:
Practitioners who are starting to work together
Some senior leaders, managers and supervisors
Change management is:
27

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Level 4 – Organizational Standards
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
An important success factor on all projects
A common and standard approach
Applied when:
Regularly at project initiation or planning
Integrated into project management approach
Practiced by:
Most practitioners and project teams
Most senior leaders, managers and supervisors
Potentially a centralized functional group
Change management is:
28

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Level 5 – Organizational Competency
Level 5
Level 4
Level 3
Level 2
Level 1
Seen as:
A critical core competency for the organization
Essential on all projects and initiatives
Second nature and commonplace
Applied when:
At the start of projects and initiatives
On virtually all project and non-project changes
Inseparable from project delivery processes
Practiced by:
Practitioners, project teams, technical professionals
All senior leaders, managers and supervisors
Centralized functional group
Change management is:
29

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2015/16 Study Results
9%
40%
37%
12%
2%
0% 50%
Level 1
Level 2
Level 3
Level 4
Level 5
Organizational maturity:
37%
45%
52%
61%
65%
0% 70%
Level 1
Level 2
Level 3
Level 4
Level 5
Project success rate
by maturity level:
31

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Building out the Maturity Model:
Capability Areas
Five Capability Areas:
1. Leadership
2. Application
3. Competencies
4. Standardization
5. Socialization
What observable
attributes can be
used to describe the
level of maturity?
32

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Capability Area 1: Leadership
Not general leadership, but leadership support
specifically for change management
Example factors:
q Primary sponsor
q Sponsor coalition
q Communications from key leaders
q Vision for deployment effort
q Leadership review
q Business rules, policies, procedures
q Change management as requirement
33

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Capability Area 2: Application
Use of change management processes and
tools on projects and initiatives
Example factors:
q Percent of projects applying CM
q Parts of organization applying CM
q Common approach
q Available tools
q Resources availability for applying CM
34

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Capability Area 3: Competencies
Competency and skill-building for “leading change”
throughout the organization
Example factors:
q Training and competencies for:
q Practitioners
q Executives and senior leaders
q Managers and supervisors
q Employees
q Project teams
q Training effectiveness
q Continuous education opportunities
35

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Capability Area 4: Standardization
Move toward common and consistent application
of an organizational standard approach
Example factors:
q Adoption of a standard approach
q Provision of standard tools
q Continuous improvement of approach
q Criteria for applying CM
q Integration into standard project
delivery process and systems
36

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Capability Area 5: Socialization
Understanding, appreciation and acknowledgement
of the necessity of change management
Example factors:
q Executive charter
q Understanding of value
q Buy-in and support
q Common and shared definition
q Viewed as competitive differentiator
q Cultural value
37

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Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Level 5
Capability Area
Factors:
- Factor 1.1
- Factor 1.2
- Factor 1.3
- Factor 1.4
- Factor 1.5
- Factor 1.6
- Factor 1.7
- Factor 1.8
Capability Area
Factors:
- Factor 2.1
- Factor 2.2
- Factor 2.3
- Factor 2.4
- Factor 2.5
- Factor 2.6
- Factor 2.7
- Factor 2.8
Capability Area
Factors:
- Factor 3.1
- Factor 3.2
- Factor 3.3
- Factor 3.4
- Factor 3.5
- Factor 3.6
- Factor 3.7
- Factor 3.8
- Factor 3.9
- Factor 3.10
- Factor 3.11
- Factor 3.12
Capability Area
Factors:
- Factor 4.1
- Factor 4.2
- Factor 4.3
- Factor 4.4
- Factor 4.5
- Factor 4.6
- Factor 4.7
- Factor 4.8
- Factor 4.9
- Factor 4.10
- Factor 4.11
- Factor 4.12
Capability Area
Factors:
- Factor 5.1
- Factor 5.2
- Factor 5.3
- Factor 5.4
- Factor 5.5
- Factor 5.6
- Factor 5.7
- Factor 5.8
- Factor 5.9
- Factor 5.10
Level 4
Level 3
Level 2
Level 1
Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Level 5
Level 4
Level 3
Level 2
Level 1
Prosci
®
Change Management Maturity Model™
38

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Capability
Area 1:
Leadership
Capability
Area 2:
Application
Capability
Area 3:
Competencies
Capability
Area 4:
Standardization
Capability
Area 5:
Socialization
Level 5
Capability Area
Factors:
- Factor 1.1
- Factor 1.2
- Factor 1.3
- Factor 1.4
- Factor 1.5
- Factor 1.6
- Factor 1.7
- Factor 1.8
Capability Area
Factors:
- Factor 2.1
- Factor 2.2
- Factor 2.3
- Factor 2.4
- Factor 2.5
- Factor 2.6
- Factor 2.7
- Factor 2.8
Capability Area
Factors:
- Factor 3.1
- Factor 3.2
- Factor 3.3
- Factor 3.4
- Factor 3.5
- Factor 3.6
- Factor 3.7
- Factor 3.8
- Factor 3.9
- Factor 3.10
- Factor 3.11
- Factor 3.12
Capability Area
Factors:
- Factor 4.1
- Factor 4.2
- Factor 4.3
- Factor 4.4
- Factor 4.5
- Factor 4.6
- Factor 4.7
- Factor 4.8
- Factor 4.9
- Factor 4.10
- Factor 4.11
- Factor 4.12
Capability Area
Factors:
- Factor 5.1
- Factor 5.2
- Factor 5.3
- Factor 5.4
- Factor 5.5
- Factor 5.6
- Factor 5.7
- Factor 5.8
- Factor 5.9
- Factor 5.10
Level 4
Level 3
Level 2
Level 1
Prosci
®
Change Management Maturity Model™
For each of the 50 factors, rubric scoring describes
Level 1, Level 2, Level 3, Level 4, Level 5
Factor 1
Level of sponsorship for institutionalizing change
management across the enterprise
¡ Level 5
An executive sponsor (with the required authority
and span of control) has been designated and is
actively and visibly supporting the effort
¡ Level 4
A senior level sponsor has been designated
and is supporting the effort
¡ Level 3
The right sponsor has been designated,
but is not engaged, active or visible
¡ Level 2
A sponsor has been designated, but is either
not the right sponsor or is not engaged
¡ Level 1 There is no sponsor for the institutionalization effort
39

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Capability Area 1: Leadership
40

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Prosci Maturity Model Audit Tour
Reviewing Report
„ Overall Results
„ Results by Capability Area
„ Low Maturity Factors
„ Your Insights and Comments
„ See Progress Over Time
„ Full Maturity Model Audit
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Prosci Maturity Model Audit Tour
Overall Results
43

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Prosci Maturity Model Audit Tour
Results by Capability Area
44

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Prosci Maturity Model Audit Tour
Low Maturity Factors
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Prosci Maturity Model Audit Tour
Capture your Insights and Comments
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Prosci Maturity Model Audit Tour
See Progress Over Time
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Prosci Maturity Model Audit Tour
Your Full Maturity
Model Audit
All 50 Factors
With your scores
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Prosci Maturity Model Audit
• Define agility
• Baseline current
Change Maturity
• Evaluate all five
capability areas
• Identify risk areas and
develop next steps
• Create comparative
reports over time
Maturity Model Audit
$30 USD/mo
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obligation 14 day trial
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Where you
are today
Where you
want to be
How you will
get there
Leadership
Proofs of
success
Structure
and intent
Sponsor
messaging
Charter ECM
CMO, CoE, CoP
Strategically
select
Resource and
apply CM
Rigorously
document
Assess the
Current
Design the
Transition
Define the
Future
Build change
capability/agility to deliver
better results and outcomes
of change, increase resilience
and reduce saturation.
50

© Prosci Inc. All rights reserved.
2015 Study Results
Factors that influenced movement
in organizational maturity
1. CM benefit awareness
2. Leadership and dedicated teams
3. Methodology use
4. Business growth or structural change
5. Resource allocation
51

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Leadership
Proofs of
success
Structure
and intent
Sponsor
messaging
Charter ECM
CMO, CoE,
CoP
Strategically
select
Resource and
apply CM
Rigorously
document
Assess the
Current
Design the
Transition
Define the
Future
Build change capability/
agility to deliver better results
and outcomes of change,
increase resilience and
reduce saturation.
Keys to ECM Success
Enterprise Change Management
52

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Project ECM as a Change
Project
ECM:
Goal/objective:
Build organizational change
management capabilities and
competencies to improve results and
outcomes of projects and initiatives
Current Transition Future
Technical side
People side
Requirements:
Charter, Sponsor, Plan, Solution, Team
Project Management
Change Management
Structure
and
Intent
53

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M1 M2 M3 Rest of year 1 Year 2-3
ECM approach
Select pilots
Schedule sponsor briefing
Start Business Case
Training for pilot projects
½-day sponsor program
3-day cert program
Sponsor briefing
Business Case presentation
Apply on pilot projects
ADKAR
3-Phase Process
Best Practices Audit
Document impact
Prosci Change Scorecard
Awareness building
Start Structure and Intent
Design (Current, Future)
Continue Structure and Intent
Deploy (Transition)
- Increased application
- Individual competency development
Sponsor activities
Leadership
Proofs of
success
Structure
and intent
Sponsor
messaging
Charter ECM
CMO, CoE, CoP
Strategically
select
Resource and
apply CM
Rigorously
document
Assess the
Current
Design the
Transition
Define the
Future
Build change
capability/agility to deliver
better results and outcomes
of change, increase resilience
and reduce saturation.
Prosci ECM Map
Example Timeline
Email info@beinghuman.com.au
to learn more
54

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Build change capability/
agility to deliver better results
and outcomes of change,
increase resilience and
reduce saturation.
How Being Human can support your organisation
Change Capability
Consulting
Prosci ECM Boot Camp
Change Maturity Workshop
Prosci ECM Roadmap Maturity Model Audit
Business Case
Development
On-site
consultant –
short/medium/
long term
Change
Management
Planning
Workshops for
key projects
Ongoing
Coaching
Online guide with
instructions, guidance,
research and tools
(USD479) Buy from Store
www.prosci.com
Change Maturity – 1 day in house
workshop
Prosci ECM Boot Camp – 1 day
in house
ECM Planning Workshop - 2 day
in house workshop
Cloud-based
assessment of maturity
USD30/month/
USD300/yr
Buy from Portal.prosci.com
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Prosci Maturity Model Audit Tour
Getting Started
Introduction
The click
“Get Started”
Name the organization or group
for your CM-MM audit.
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Prosci Maturity Model Audit Tour
Starting a CM-MM Audit
Click “Add an Audit” to
start your CM-MM Audit
for this Org/Group
Give your CM-MM Audit
instance a Name and a
Description
57