Change Management 103 Benchmarking Findings ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 1 Participants from over 500 companies More than 50 countries ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 2 Participant Profile ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 3 Greatest Contributors to Success 1. 2. 3. 4. 5. Active and visible sponsorship; BuyBuy-in from front-line managers and frontemployees; Exceptional project team; Continuous and targeted communication; Well planned and organized approach. ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 4 Greatest Change Management Obstacles 1. 2. 3. 4. 5. Employee and staff resistance; Middle management resistance; Poor executive sponsorship; Limited time, budget and resources; Corporate inertia and politics. ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 5 Goals of Change Management Program Increase the probability of success Combat employee resistance to change Build change competency into the organization Combat corporate resistance to change Help keep the project on schedule Reduce disruptions during change implementation Reduce productivity loss during implementation Reduce employee turnover during change implementation 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 Average of respondents based on 1 to 5 scale © Prosci ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 6 Reasons For Employee Resistance 1. 2. 3. 4. 5. Lack of awareness; Comfort with status quo and fear of unknown; Organizational history and culture; Opposition to new technologies, requirements and processes; Fear of job loss. ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 7 Reasons for Manager Resistance 1. 2. 3. 4. 5. 6. Loss of power and control; Overload of current tasks, pressures of daily activities and limited resources; Lack of skills and experience needed to manage the change effectively ; Fear of job loss; Disagreement with the new way; Skepticism about the need for change. ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 8 Executive Sponsor Assessment Most common mistakes Not visibly supporting the change throughout the entire process; Abdicating the responsibility or delegating down; Not communicating the the reason and need for change and the future state multiple times through multiple media; Failing to build a coalition of business leaders and stakeholders to support the project. ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 9 Executive Sponsor Assessment (con t.) Moving on to the next change before the current change is in place or changing priorities too soon after the project has started; Underestimating resistance to change and the need to manage the people side of the change process; Failing to set expectations with mid-level midmanagers and front-line supervisors; frontSpending too little time on the project and with the project team. ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 10 Top Team Member Criteria 1. 2. 3. 4. 5. 6. Excellent communication skills; Business influence; Commitment to change; Change management experience; Knowledge of the business; Team player. ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 11 Communication Frequency D ct Des red Se er t es wee Wee Se er t es ont Mont Less t n ont 0% 5% 10% 15% 20% 25% 0% 5% 40% 45% © Prosc   Percent of respondents ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 12 Who Should Deliver the Message? EO/ resident 25 Change management team leader 6% Change management team member % Executive manager 11 enior manager 11 epartment head % The employee's supervisor 31 © Prosci ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 13 What Would You Do Differently With Regard to Communication? 1. 2. 3. 4. 5. More communications (more frequent); Begin communications sooner in the project; More face-to-face communications; face-toMore communications from executive sponsors and senior managers; More about the impact of the change on the employees. ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 14 Training Topics of training: 1. Specific details of change: - New processes; - Systems training; - Technical training. 2. Change management: - Personally dealing with change; - Managing resistance; - Being successful in a changing environment; 3. Why the change is taking place. ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 15 Training Who generates training requirements: 1. Change management team; 2. Employee representative; 3. Training organization; 4. Design team; 5. Others. ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 16 Training Who should develop the training: 1. Training organization; 2. Change management team; 3. Design team; 4. Others. ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 17 Training Who should deliver the training: 1. Training organization; 2. SME s; 3. Advanced and skilled employees; 4. Change management team. ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 18 Type of Changes All of the above Process change Organizational change yste s change Job role change Other 0% 10% 20% Percent of respondents 30% 40% ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com ¡ ¡ ¡ 003 000 50% © Prosci 19 Scope of Change 60% 2000 2003 50% Percent of respondents 40% 30% 20% 10% 0% Within a orkgroup ingle depart ent ultiple depart ents ingle division ultiple divisions Entire enterprise © Prosci ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 20 Number of Staff Impacted 25% 2000 20% 2003 Percent of respondents 15% 10% 5% 0% Less than 10 10 to 50 50 to 100 100 to 500 500 to 1000 1000 to 5000 More than 5000 © Prosci ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 21 Industry Segment Computer (H SW) anufacturer 4% Healt Care 4% Telecommunications 4% Service Industry % Ot r % Education 7% Cons lting 14% Gov r m t - t t or oc l 7 Financ anking 10% © rosci ¢ v lopm t f ct ri ©Prosci. Used with permission under terms of license agreement. www.changewww.change-management.com 22
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