creasey adkar track gartner bpm sept 2015

Research | Methodology | Training | Advisory Services

Catalyzing Individual Transitions to Deliver on Business Transformation

www.prosci.com | +1-970-203-9332

Prosci ®

tcreasey@prosci.com @timcreaseywww.linkedin.com/in/timcreasey/

BiggerChange

More Complex Change

MoreCross

Functional

FasterChange

Change ultimately comes to life

One person at a time3

It is often easier to think about change from only the

organizational perspective

Cultural Transformation System Update

Current Transition Future

Organizational change

But change ultimately happens one person at a time

AndyBeckyCharlieDebbie

AndresBelindaCatalinaDiego

AjitBinduChandaDarshan

C C C C C

C C C C

C C C C C

T T T T

T T T T T

T T T T

T T T T T

F F F F

Made up of individual changes

Estimate how many people will have to do their jobs differently after your current project goes live.

C C C C C

C C C C

C C C C C

T T T T

Made up of individual changes

If we do not support and equipindividual transitions,

then our future state looks nothinglike the future state we expected

F F F F

= lower ROI= less benefit realization

= unachieved improvement= not what we expected/hoped for

F F F F

Finstead of

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

Change management:CHānj ‘manijmǝnt

Catalyzingindividual transitions

to deliverorganizational results

Change management helps mitigate mission critical project risks

Gartner BPM SummitDec 12, 2014

Prosci Webinar Feb 11, 2015

Change management is how you capture people-dependent ROI

Employee adoption and usageof change has a

direct and concrete impact on achieving expected

results and outcomes16

16%46%

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

16% 32%

Percent who were on or ahead of schedule

Change management correlates directly with staying on schedule

DelaysReworkRedo

Revisit

63%71%

Percent who were on or ahead of budget

Change management correlates directly with staying on budget

Pay now or pay later

McKinsey study shows that “effective change management pays”

Top performers:

Worst performers:

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

Change management is how we capture

the people-dependent portion of our project

value, ROI and benefits.

Change management is a benefit realization enabler.

C C C C C

C C C C

C C C C C

T T T T

T T T T T

T T T T

T T T T T

F F F F

Aspects of a person’s job

you can impact

Processes

Systems

Jobroles

Criticalbehaviors

Mindset/Attitudes/

Beliefs

Reportingstructure

Performancereviews

Compensation

Location Equipping and

supporting these

individual changes is how

results are realized

How does this person

make a successful personal change?

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

How often do you see Monday-Tuesday-Wednesday change?

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

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

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.”

A Few More Real Life ExamplesSame change, different Desires

A Few More Real Life ExamplesApp introduction screens – K and A

TheWeatherChannel

FandangoPulse

Reinforcement“I will continue to…”

Ability“I am able to…”

Knowledge“I know how to…”

Desire“I have decided to…”

Awareness“I understand why…”

Which ADKAR element do you think is the most challenging in times of change?

ADKAR Defines Success: For One Person or Organization-Wide Changes

Change with one person

Or five people…

Or twenty people…

Or 1000 people…

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

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.

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

Thinking about that same change… Rate your level of “DESIRE to participate and support the change” on a 1 (lowest) to 5 (highest) scale.

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

Thinking about that same change… Rate your level of “KNOWLEDGE on how to change” on a 1 (lowest) to 5 (highest) scale.

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

Ability

Thinking about that same change… Rate your level of “ABILITY to implement” on a 1 (lowest) to 5 (highest) scale.

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

Thinking about that same change… Rate your level of “REINFORCEMENT to sustain the change” on a 1 (lowest) to 5 (highest) scale.

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?

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 ®

Prosci®

3-PhaseProcess

Phase 2:

GeneralProject

Lifecycle

Milestones

Activities

Major events

Prosci®

ADKAR ®

Prosci®

3-PhaseProcess

AD RKA

A D K A RAK AKAccounting

A D K A R

N. America

Europe

A D RProgram

Project 1 K R

Project 2

Project 3

Project 4

Phase 3: Reinforcing

Change

Phase 2: Managing

Change

Phase 1: Preparing

for Change

A D K A R

Strategy Plans Measures

GeneralProject

Lifecycle

Milestones

Activities

Major events

Prosci®

ADKAR ®

Prosci®

3-PhaseProcess

Change Management ActivitiesDrive Milestones

Individual:

Awareness Desire Knowledge Ability Reinforcement

Communication plan

Sponsor roadmap

Coaching plan

Training plan

Resistance Mgmt

Organizational:

The challenge to you:

DesignDevelopDeliver Awareness

DesireKnowledge

AbilityReinforcement

Effective solutions for BPM

Transformation

Build sufficientindividual

Technical side – people side quadrant

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

W7. Workshop:

Building Your ADKAR Map for Your Transformation Effort

(2:15 p.m. – 3:45 p.m.)

solutions@prosci.com

Catalyzing Individual Transitions to Deliver on Business Transformation

Prosci SolutionDelivering organizational results by

catalyzing individual transitions

http://www.prosci.com | http://blog.prosci.comchangemanagement@prosci.com

Build individual change competenciesApply change management on initiativesEmbed organizational change capability

http://www.prosci.comsolutions@prosci.com

creasey adkar track gartner bpm sept 2015

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