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Building Organisational Change Capability Seminar Info Webinar September 2015

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Catherine Smithson
Catherine Smithson

Preview of Being Human's upcoming seminars in Sydney, Melbourne and Canberra on Building Organisational Change Capability.

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Information Webinar: Building Organisational Change Capability Seminar
Welcome to our Information Webinar Learn more about our new ½ day seminar: Building Organisational Change Capability Sydney: October 8 Melbourne: October 15 Canberra: October 29 Today’s agenda •  Who should attend •  Benefits of attending •  Topics we will cover •  Q & A 2
The new frontier: The change capable organisation 53% of organisations are actively working to deploy Change Management - 2014 Prosci Best Practices in Change Management Benchmarking Report 60% moderately successful 20% extremely successful 3 2014 Best Practices in Change Management Report. 822 participants in 63 countries. Prosci copyright 2013.
What is triggering the move to build enterprise change capability? 1.  Executives have seen benefits of effective Change Management on projects: “We need to position ALL project and BAU change for success” 2.  Volume and complexity of change “We have to implement change faster and better to achieve our goals” 3.  Employee engagement and change fatigue “We need to be able to implement change WITHOUT damaging employee engagement” 4.  Your views? 4
Change Management increases success rates by a factor of 6 Change Management increases the probability of achieving outcomes •  "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" 5 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) P e rc e n t o f re s p o n d e n ts th a t m e t o r e xc e e d e d p ro je c t o b je c tiv e s 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. 5
Change Management Methodology use is now 79% 62014 Best Practices in Change Management Report. 822 participants in 63 countries. Prosci copyright 2013.
Australia is an early adopter of Change Management methodology •  Countries higher than global average: •  Latin America: 90% •  Africa: 82% United States: 81% •  Australia and New Zealand: 80% •  Industries higher than global average: •  Finance •  Insurance •  Telecommunications •  Education •  Pharmaceuticals •  Government: Federal, State, Local 7
Three levels of Change Management •  Individual level •  How can we assist individuals make personal transitions? •  Project level •  How can we successfully manage the people side of change initiatives? •  Enterprise Level: •  How can we build change capability into the enterprise? 8
Our goal: provide practical guidance to take enterprise change capability to the next level • Feedback from our clients and change community: •  Practical •  Exchange case studies and experiences •  What is best practice globally? •  Help us move to the next level of change capability 9
Who should attend? •  Executives •  Professional and specialists •  From a variety of roles •  Change Management, PMO, HR/L&D/OD, Strategy, Corporate Services •  Who are leading Enterprise Change Management •  Planning, early stages, or well down the track 10
Benefits of attending •  Get an update on global best practices •  Rate your organisation’s use of the top five ECM success strategies •  Assess your organisation’s Change Management Maturity, using Prosci’s on-line Audit •  Obtain practical guidelines for implementing a Change Management Maturity Audit •  Learn from the experiences of other organisations and case studies •  Review & fine tune your approach •  Build your network and join a Community of Practice 11
Topics we will cover – pre work •  Purchase and complete Prosci Change Management Maturity Audit from www.portal.prosci.com (not included in Registration Fee) 12 People-dependent without any formal practices or plans Many different tactics used inconsistently Examples of best practices evident Selection of common approach Continuous process improvement in place Highest rate of project failure, turnover and productivity loss Little or no change management applied Adhoc or Absent Level 1 Some elements of change management are being applied in isolated projects Isolated Projects Level 2 Comprehensive approach for managing change is being applied in multiple projects Multiple Projects Level 3 Organization-wide standards and methods are broadly deployed for managing and leading change Organizational Standards Level 4 Highest profitability and responsiveness Change management competency is evident in all levels of the organization and is part of the organization’s intellectual property and competitive edge Organizational CompetencyLevel 5 People-dependent without any formal practices or plans Many different tactics used inconsistently Examples of best practices evident Selection of common approach Continuous process improvement in place Highest rate of project failure, turnover and productivity loss Little or no change management applied Adhoc or Absent Level 1 Some elements of change management are being applied in isolated projects Isolated Projects Level 2 Comprehensive approach for managing change is being applied in multiple projects Multiple Projects Level 3 Organization-wide standards and methods are broadly deployed for managing and leading change Organizational Standards Level 4 Highest profitability and responsiveness Change management competency is evident in all levels of the organization and is part of the organization’s intellectual property and competitive edge Organizational CompetencyLevel 5 Prosci Change Management Maturity Model © Prosci
Topics we will cover •  Best Practices highlights •  Self assessment of your organisation against best practices •  Debrief of your Change Management Maturity Audit •  Shared learnings •  Guidelines for setting up a Maturity Audit for success •  Case studies in becoming a change capable organisation •  Review and fine tune your organisational change capability approach 13
Questions? 14
Building Organisational Change Capability Seminar Sydney: October 8 Melbourne: October 15 Canberra: October 29 Registration: Early bird: $380 inc GST (register one month prior) Single delegate: $425 inc GST Plus Prosci Change Management Maturity Audit - USD30/month or USD300/year from www.portal.prosci.com 15 Register on our website or call us on (02) 9810 6264

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Building Organisational Change Capability Seminar Info Webinar September 2015

  • 2. Welcome to our Information Webinar Learn more about our new ½ day seminar: Building Organisational Change Capability Sydney: October 8 Melbourne: October 15 Canberra: October 29 Today’s agenda •  Who should attend •  Benefits of attending •  Topics we will cover •  Q & A 2
  • 3. The new frontier: The change capable organisation 53% of organisations are actively working to deploy Change Management - 2014 Prosci Best Practices in Change Management Benchmarking Report 60% moderately successful 20% extremely successful 3 2014 Best Practices in Change Management Report. 822 participants in 63 countries. Prosci copyright 2013.
  • 4. What is triggering the move to build enterprise change capability? 1.  Executives have seen benefits of effective Change Management on projects: “We need to position ALL project and BAU change for success” 2.  Volume and complexity of change “We have to implement change faster and better to achieve our goals” 3.  Employee engagement and change fatigue “We need to be able to implement change WITHOUT damaging employee engagement” 4.  Your views? 4
  • 5. Change Management increases success rates by a factor of 6 Change Management increases the probability of achieving outcomes •  "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" 5 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) P e rc e n t o f re s p o n d e n ts th a t m e t o r e xc e e d e d p ro je c t o b je c tiv e s 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. 5
  • 6. Change Management Methodology use is now 79% 62014 Best Practices in Change Management Report. 822 participants in 63 countries. Prosci copyright 2013.
  • 7. Australia is an early adopter of Change Management methodology •  Countries higher than global average: •  Latin America: 90% •  Africa: 82% United States: 81% •  Australia and New Zealand: 80% •  Industries higher than global average: •  Finance •  Insurance •  Telecommunications •  Education •  Pharmaceuticals •  Government: Federal, State, Local 7
  • 8. Three levels of Change Management •  Individual level •  How can we assist individuals make personal transitions? •  Project level •  How can we successfully manage the people side of change initiatives? •  Enterprise Level: •  How can we build change capability into the enterprise? 8
  • 9. Our goal: provide practical guidance to take enterprise change capability to the next level • Feedback from our clients and change community: •  Practical •  Exchange case studies and experiences •  What is best practice globally? •  Help us move to the next level of change capability 9
  • 10. Who should attend? •  Executives •  Professional and specialists •  From a variety of roles •  Change Management, PMO, HR/L&D/OD, Strategy, Corporate Services •  Who are leading Enterprise Change Management •  Planning, early stages, or well down the track 10
  • 11. Benefits of attending •  Get an update on global best practices •  Rate your organisation’s use of the top five ECM success strategies •  Assess your organisation’s Change Management Maturity, using Prosci’s on-line Audit •  Obtain practical guidelines for implementing a Change Management Maturity Audit •  Learn from the experiences of other organisations and case studies •  Review & fine tune your approach •  Build your network and join a Community of Practice 11
  • 12. Topics we will cover – pre work •  Purchase and complete Prosci Change Management Maturity Audit from www.portal.prosci.com (not included in Registration Fee) 12 People-dependent without any formal practices or plans Many different tactics used inconsistently Examples of best practices evident Selection of common approach Continuous process improvement in place Highest rate of project failure, turnover and productivity loss Little or no change management applied Adhoc or Absent Level 1 Some elements of change management are being applied in isolated projects Isolated Projects Level 2 Comprehensive approach for managing change is being applied in multiple projects Multiple Projects Level 3 Organization-wide standards and methods are broadly deployed for managing and leading change Organizational Standards Level 4 Highest profitability and responsiveness Change management competency is evident in all levels of the organization and is part of the organization’s intellectual property and competitive edge Organizational CompetencyLevel 5 People-dependent without any formal practices or plans Many different tactics used inconsistently Examples of best practices evident Selection of common approach Continuous process improvement in place Highest rate of project failure, turnover and productivity loss Little or no change management applied Adhoc or Absent Level 1 Some elements of change management are being applied in isolated projects Isolated Projects Level 2 Comprehensive approach for managing change is being applied in multiple projects Multiple Projects Level 3 Organization-wide standards and methods are broadly deployed for managing and leading change Organizational Standards Level 4 Highest profitability and responsiveness Change management competency is evident in all levels of the organization and is part of the organization’s intellectual property and competitive edge Organizational CompetencyLevel 5 Prosci Change Management Maturity Model © Prosci
  • 13. Topics we will cover •  Best Practices highlights •  Self assessment of your organisation against best practices •  Debrief of your Change Management Maturity Audit •  Shared learnings •  Guidelines for setting up a Maturity Audit for success •  Case studies in becoming a change capable organisation •  Review and fine tune your organisational change capability approach 13
  • 15. Building Organisational Change Capability Seminar Sydney: October 8 Melbourne: October 15 Canberra: October 29 Registration: Early bird: $380 inc GST (register one month prior) Single delegate: $425 inc GST Plus Prosci Change Management Maturity Audit - USD30/month or USD300/year from www.portal.prosci.com 15 Register on our website or call us on (02) 9810 6264