Increasing change management maturity and agility: Prosci and EY
Prosci change management webinar
Increasing change management
maturity and agility: Prosci and EY
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Copyright 2015 Prosci. All rights reserved.
1
Increasing change management maturity and agility: Prosci and EY
Session objectives
Need for
agility
Defining
agility
Appetite
for agility
Maturity
model
Growing
capability
Barriers/
challenges
In this session you will:
• 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
3
Need for
agility
Defining
agility
Appetite
for agility
Maturity
model
Growing
capability
Barriers/
challenges
4
Copyright 2015 Prosci. All rights reserved.
2
Increasing change management maturity and agility: Prosci and EY
Today’s change requires agility
Bigger
Strategic
imperative:
Faster
Velocity of change:
Demand side pull
Connected
Strategy is
change
Complex
Change leadership
competencies
throughout
Out-changing as a
competitive advantage
5
Agility is an organizational imperative
Market forces are continuously
pushing organizations to be
increasing agile in their go-tomarket strategy.
Scale/growth
Speed to market
Greater success is found within
organizations that are
collaborative (as individuals and
as functions); are self-organizing
toward a common goal; and are
adaptive, making rapid, iterative,
incremental improvements with
targeted client needs in mind.
Increased connection
with stakeholders
Simplify complexity
6
Copyright 2015 Prosci. All rights reserved.
3
Increasing change management maturity and agility: Prosci and EY
Enhanced agility
increases market relevance
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:
• Customer-centric OCM
strategy and deployment
• Flexible and responsive
enablement approach
• More efficient operating model
• Meet evolving customer needs
• Enhance client to supplier collaboration and
transparency
7
Contributing to real-time research
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)
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Copyright 2015 Prosci. All rights reserved.
4
Increasing change management maturity and agility: Prosci and EY
Agenda
Need for
agility
Defining
agility
Appetite
for agility
Maturity
model
Growing
capability
Barriers/
challenges
9
Change capability/agility
DNA/fabric/norm through individual competencies
and integrated CM approaches
Change management
Catalyzing individual transitions to
deliver organizational results
10
Copyright 2015 Prosci. All rights reserved.
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Increasing change management maturity and agility: Prosci and EY
Defining agility
“The speed and ability of a
business to identify and react
to internal and external events
that could and do occur.”
“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.
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.”
What is your
definition
of agility?
“Understanding Organizational Agility:
A Work-Design Perspective,” Clyde Holsapple,
Xun Li, University of Kentucky, 2008.
11
Contributing to real-time research
How do you define change agility?
12
Copyright 2015 Prosci. All rights reserved.
6
Increasing change management maturity and agility: Prosci and EY
Contributing to real-time research
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
13
Agenda
Need for
agility
Defining
agility
Appetite
for agility
Maturity
model
Growing
capability
Barriers/
challenges
14
Copyright 2015 Prosci. All rights reserved.
7
Increasing change management maturity and agility: Prosci and EY
What drives an appetite
to enhance organizational agility?
Culture
Some companies have
agility built into their
culture
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
A robust change capability that
facilitates organizational agility is a key differentiator
15
Contributing to real-time research
What are your organization’s
reasons/drivers for enhancing
your organizational agility?
16
Copyright 2015 Prosci. All rights reserved.
8
Increasing change management maturity and agility: Prosci and EY
Contributing to real-time research
What is your organization’s appetite
for building capability?
- 5 – Huge appetite
- 4 – Large appetite
- 3 – Moderate appetite
- 2 – Small appetite
- 1 – No appetite
17
Agenda
Need for
agility
Defining
agility
Appetite
for agility
Maturity
model
Growing
capability
Barriers/
challenges
18
Copyright 2015 Prosci. All rights reserved.
9
Increasing change management maturity and agility: Prosci and EY
How mature is your organizational change capability?
Level 5
Organizational
Competency
Level 4
Organizational
Standards
Level 3
Multiple
Projects
Level 2
Isolated
Projects
Level 1
Ad Hoc or
Absent
Continuous
Change management competency is
evident at all levels of the organization and
is part of the organization's intellectual
property and competitive edge
process
Maturity drivers: improvement
in
place
• “Burning platform”
• Desire
Organization-wide
standards and methods
Selection of
are broadly deployed for managing and
common approach
leading change
• Awareness
• Expertise/capability
Comprehensive approach for managing
change is being applied on multiple
projects within organization
Examples of best
practices evident
Little or no change management applied
People-dependent
without any formal
practices or plans
Highest
profitability,
responsiveness
and project
success rates
Robust change capability enables
an organization to make
rapid
Many different
Some elements of change management are
tactics used
being applied in isolated projects
adjustments
in response
to market
inconsistently
forces.
Highest rate of
project failure,
turnover and
productivity loss
®
Prosci Change Management Maturity Model™
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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
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
profitability,
responsiveness
and project
success rates
Highest rate of
project failure,
turnover and
productivity loss
20
Copyright 2015 Prosci. All rights reserved.
10
Increasing change management maturity and agility: Prosci and EY
Moving companies up the
maturity spectrum leads to market results
Examples in action:
EY worked with a regional bank client to enable a technology and
organizational transformation with an integrated OCM program to:
• Improve business processes
• Establish a structured and
reusable OCM approach
• Enhance stakeholder management
• Respond efficiently to regulatory and
reporting requirements
• Leverage established and strong client
culture to meet emerging market needs
Examples in action:
EY worked with a large US utilities client to create a road map to accelerate
customer awareness and adoption to:
• Create shared purpose and vision
• Evaluate and enhance existing
organizational resources capable
of meeting evolving market needs
• Meet new market forces with greater
transparency, control and options
• Move organization from process-driven
to outcome-driven focus
21
Prosci Change Management Maturity Model™
®
Level 5
Organizational
Competency
Level 4
Organizational
Standards
Level 3
Multiple
Projects
Level 2
Isolated
Projects
Level 1
Ad Hoc or
Absent
Where is your
organization today?
?
22
Copyright 2015 Prosci. All rights reserved.
11
Increasing change management maturity and agility: Prosci and EY
Contributing to real-time research
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
23
Agenda
Need for
agility
Defining
agility
Appetite
for agility
Maturity
model
Growing
capability
Barriers/
challenges
24
Copyright 2015 Prosci. All rights reserved.
12
Increasing change management maturity and agility: Prosci and EY
How does my organization
move up the maturity spectrum?
“I’d like three orders
of change agility
from page 145,
please.”
Change agility takes
more than chatter,
“want to” or magic.
Change agility requires integrating into
changes, projects and programs.
25
What is enterprise change
management capability?
Build
individual
competencies
Integrate into
changes, projects
and programs
CM
Initiate
Plan
Design
Develop
Execs &
Senior Leaders
General
Project
Lifecycle
Middle Managers
& Supervisors
Sustain
Major events
Kick off
Initiate Plan
Individual
Prosci
Change Journey ADKAR
Milestones
Model
Deploy
Design
“Go Live”
Develop
Deploy
®
Frontline
Associates
Organizational
Change Mgmt
Activities
®
Prosci
3-Phase
Process
®
A
Phase 1:
Preparing
for Change
Strategy
D
K
Phase 2:
A
R
Phase 3:
Managing
Change
Reinforcing
Change
Plans
Measures
26
Copyright 2015 Prosci. All rights reserved.
13
Increasing change management maturity and agility: Prosci and EY
Data on biggest
barriers and obstacles
• Lack of understanding of
and buy-in for change
management
• Lack of application of
change management
• Poorly resourced and
executed deployment
effort
• Conflicting priorities
• No leadership
commitment or
consistent sponsorship
• No participation by
managers and supervisors
• Lack of expertise
• Lack of focus or
prioritization
Prosci research
27
Contributing to real-time research
What is the biggest barrier to increasing
change agility for your company?
28
Copyright 2015 Prosci. All rights reserved.
14
Increasing change management maturity and agility: Prosci and EY
Removing barriers
to increasing organizational agility
Examples in action:
EY worked with a financial services client to define, implement and
scale up an organizational change management program to:
• Gain stakeholder buy-in
• Drive front, middle and back
office impacts
• Build client OCM capability
• Create a self-regulated workforce
• Create an embedded culture of change
• Enable flexibility and speed for
high-impact changes
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:
• Develop trust through highly
collaborative program activities
• Define nimble OCM team structure
to establish ongoing organizational
capability
• Drive resource productivity gains
• Enhance innovation and creativity by
removing organizational barriers
• Create a culture of continuous
engagement
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Session objectives
Need for
agility
Defining
agility
Appetite
for agility
Maturity
model
Growing
capability
Barriers/
challenges
In this session you will:
• 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
30
Copyright 2015 Prosci. All rights reserved.
15
Increasing change management maturity and agility: Prosci and EY
EY capability support
For more information, contact
the following members of EY’s
People and Organizational
Change Leadership Team:
Business
engagement
Business
readiness
Charlie Goldwasser
[email protected]
+1 818 355 3443
Los Angeles
Dana Moore
[email protected]
+1 714 585 3908
Chicago
The better
the question.
The better
the answer.
Nathan Fisher
[email protected]
+1 617 784 7338
Detroit
The better
the world
works.
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Copyright 2015 Prosci. All rights reserved.
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