ACMP 2015 - Change the Conversation, Change the Game - Prosci's Tim Creasey

Change the Conversation
Change the Game
Tim Creasey
Chief Development Officer, Prosci
With Poll Everywhere Outputs:
ACMP 2015, Monday, April 13, 3:45PM
tcreasey@prosci.com

Agenda
#ACMP2015 © 2015 Association For Change Management Professionals. 3
Context
Language
Start with
Why
Problems

4
The best laid
schemes
o' Mice an' Men,
Gang aft agley
Robert Burns

BLUF: Bottom Line Up Front
Gain Commitment
Buy-in Mindshare Approach Resources

Inseparable ROI
Project ROI
CM
ROI
Project ROI
People
Dependent
Project ROI
(CMROI)
or
Directly connect CM
impact to project results,
benefits and objectives
No longer “resource for CM”
– becomes “resource for
X% of project results”

The Gap
A great idea
A perfectly
optimized
process
An effectively
managed
project
Results and
outcomes
Benefit
realization
Sustained
ROI
EMPLOYEE
ADOPTION
AND USAGE
OF THE
SOLUTION

Agenda
Context
Language
Start with
Why
Problems

9
Priority is a
function
of context.
Stephen R. Covey
#ACMP2015 © 2015 Association For Change Management Professionals.

Context Is Everything
O
HH
O
HH
O
HH
Here is change
management
(in a vacuum)
Here are the expected benefits from a
change and the portion that depends on
employees doing their jobs a new way
(that is what I contribute)

Unified Value Proposition
Current Transition Future
Technical side
People side
Design
Develop
Deliver
Embrace
Adopt
Use
Results
Outcomes
Success
=+
Installation*
Realization*
* Daryl Conner

12#ACMP2015 © 2015 Association For Change Management Professionals.
The achievements
of an organization
are the results of
the combined
effort of each
individual.
Vince Lombardi

Current Transition Future
TC F
C C C C C
C C C C C
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 T T T
F F F
F F F F
F F
F F F
F F F F
T
T
T
F
F
F
F
F
F
F
F
Ultimately requires individuals to move
from their own current to their own future
An organizational move from the current to the future

TransitionCurrent Future
Results and Outcomes Depend on
Employee Adoption and Usage
WithchangemanagementWithout
=
X project
benefits
created
Current FutureTransition
Adoption
and usage
gets bumpy
Adoption
and usage
takes longer
Adoption
and usage
incomplete
Adoption
and usage
not as expected
<X

It is not the
answer that
enlightens, but
the question.
Eugène Ionesco

Why Are We Changing?
Future
Organizational Benefits Project Objectives
Revenue
Costs
Profits
Efficiencies
Compliance
Safety
Process Excellence
Customer Satisfaction
Specific measurements and
metrics for improvement
How work will be different
after the change
-100
100
300
500
700
900

Future
Benefits
Objectives
Future
Benefits
Objectives
Adoption
contribution
How Much Depends on
Adoption and Usage?
Net Project Benefit
Dependent on
adoption and usage
Not dependent on
adoption and usage
Installation
contribution
ROI =
Expected Project Benefit – Project Cost
Project Cost
Net Project Benefit
Project Cost
=

Adoption Contribution
Example variables that impact “people dependence”
Many employees impacted
Many aspects of work impacted
Drastically different than what we know
Disruptive
Few employees impacted
Few aspects of work impacted
Very similar to what we know
Incremental
100% 85% 50% 15% 0%
?

Gartner BPM Summit Keynote
Dec 12, 2014 – Las Vegas, NV

All
People dependent:
All
If NO ONE adopts,
we get: 0%
High
People dependent:
High
If NO ONE adopts,
we get: 15%
Medium
People dependent:
Medium
If NO ONE adopts,
we get: 50%
Low
People dependent:
Low
If NO ONE adopts,
we get: 80%
None
People dependent:
None
If NO ONE adopts,
we get: 100%

24
Project
Objectives
Organizational
Benefits
EHR in ACME Health
Identify the benefits
and objectives
How people
dependent?
All-High-Medium-Low-None
What percent
do we get if
NO ONE
changes?
Organizational
Benefits
1. Patient throughput and experience
2. Lower cost, higher revenue
3. Risk and fine reduction
4. Clinical best practices
5. Patient empowerment
Organizational
Benefits
1. Patient throughput and experience All
2. Lower cost, higher revenue Low
3. Risk and fine reduction High
4. Clinical best practices All
5. Patient empowerment Low
Organizational
Benefits
1. Patient throughput and experience All 0%
2. Lower cost, higher revenue Low 75%
3. Risk and fine reduction High 35%
4. Clinical best practices All 0%
5. Patient empowerment Low 65%
Project
Objectives
1. Meaningful use incentives
2. One patient, one chart
3. Billing and claim error reduction
4. Physician communication
5. Modernization of platform
Project
Objectives
1. Meaningful use incentives High
2. One patient, one chart High
3. Billing and claim error reduction High
4. Physician communication High
5. Modernization of platform Low
Project
Objectives
1. Meaningful use incentives High 35%
2. One patient, one chart High 25%
3. Billing and claim error reduction High 35%
4. Physician communication High 10%
5. Modernization of platform Low 90%

25
Project
Objectives
Organizational
Benefits
Your Project
Identify the benefits
and objectives
How people
dependent?
All-High-Medium-Low-None
What percent
do we get if
NO ONE
changes?

Activity
Context
Exercise on your
11x17 placemat

CMROI in Context
%
of expected project
benefits depend on
adoption and usage
is the ROI of change management

CMROI Example
EHR in ACME Health
Project
Objectives
1. Meaningful use incentives 4 High 35%
2. One patient, one chart 6 High 25%
3. Billing and claim error reduction 6 High 35%
4. Physician communication 5 High 10%
5. Modernization of platform 3 Low 90%
Organizational
Benefits
1. Patient throughput and experience 9 All 0%
2. Lower cost, higher revenue 6 Low 75%
3. Risk and fine reduction 7 High 35%
4. Clinical best practices 3 All 0%
5. Patient empowerment 8 Low 65%
64%
Of what you expect
from this effort
depends on employee
adoption and usage
Adoption
contribution
Installation
contribution
100%
50%
36%

CMROI in Pictures
TransitionCurrent Future
Current FutureTransition
Expected benefits
Consequences
of poor adoption
and usage
is the ROI of change management

30© 2015 Association For Change Management Professionals.#ACMP2015
An ounce of
context
is worth
a pound of
isolated facts.
@daveElf

Agenda
Context
Language
Start with
Why
Problems

“Knowing what to do with a toon is easy.
It's getting them to do it that's hard.”
Ender to Bean in Ender’s Game, Orson Scott Card

The leader’s problem is:
I have a change on the
table and I need to
deliver the expected
results and outcomes
Solve Their Problems
33
Your job: connect what you do to solving their problems
The leader’s problem is not:
I don’t have change
management on
my change initiative

People don’t buy a quarter-inch drill
bit, they buy a quarter-inch hole.
You’ve got to study the hole, not the
drill. The drill is just the solution for it.
Theodore Levitt (Leo McGinneva)

Improve Change Outcomes
16%
46%
77%
96%
0%
0%
Poor Fair Good Excellent
(n=244) (n=653) (n=834) (n=165)
Change Management Effectiveness
Percent of study participants who
met or exceeded objectives • Improve project
results and
outcomes
• Drive benefit
realization and
financial return
• Minimize risks
• Reduce “re” costs

In Your Value Proposition
“A positioning statement that describes
for whom you do what uniquely well”
- Michael Skok
•Target “buyer”
•Their problem
•Your solution
•Better than the alternative
Value proposition framework from Michael Skok, Startup Secrets: Building a Compelling Value Proposition,
www.entrecapitalist.com/resource/building-compelling-value-proposition. Used with permission.

Problems
Activity
Exercise on your
11x17 placemat

Agenda
Context
Language
Start with
Why
Problems

40
Context QuestionsLanguage
If you talk to a man
in a language he
understands, that
goes to his head.
If you talk to him
in his language, that
goes to his heart.
Nelson Mandela

Speak Their Language
41
“Executives speak three languages:
finance, finance and finance.”
Jeff Hiatt
Your job: express the value of CM in their language
+ Strategy execution
+ Competitive advantage
+ Core competency
+ Their own legacy

In the Words You Use
Communications
Training
Stakeholders
Resistance
Resilience
Assessments
Templates
Return on Investment
Benefit Realization
Results
Outcomes
Objectives
Sustainment

Define Change Management
45
Technically:
Change management is:
the application of processes and
tools to manage the people side of
change from a current state to a
new future state so that the desired
results of the change are achieved
(Hiatt & Creasey, 2012)
To gain buy-in:
Change management is:
how we catalyze employee
adoption and usage
to capture the portion
of project benefits that
depends on people changing
how they do their jobs

Reframing the Question
46
What is the ROI of
change management?
Nebulous
Lacks context
What portion of
project benefits
depend on employee
adoption and usage?
Focused
With context

Language
Activity
Exercise on your
11x17 placemat

Agenda
Context
Language
Start with
Why
Problems

“People don't
buy what you do,
they buy
why you do it.”
Simon Sinek

WHY
HOW
WHAT
Stakeholder Analysis
Impact Assessments
Change Management Strategy
Communications Plan
Sponsor Roadmap
Coaching Plan
Training Plan
Resistance Management Plan
Feedback Collection
Sustainment Activities
Where we typically start

WHY
HOW
WHAT
Drive benefit
realization
Ensure ROI
Enable results and outcomes
employee adoption
and usage of change
…through…
Where we need to start

Simon Sinek’s
Golden Circle
© 2013 Simon Sinek, Inc.
Stop talking about what you do.
Start talking about what you deliver!

Start with
Why
Activity
Exercise on your
11x17 placemat

Completion
Context
Language
Start with
Why
Problems

Questions and answers

ACMP 2015 - Change the Conversation, Change the Game - Prosci's Tim Creasey

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ACMP 2015 - Change the Conversation, Change the Game - Prosci's Tim Creasey