1. © Changefirst Limited, all rights reserved 2014 changefirst.com 1 Audra Proctor Director and Head of Learning  Global experience across major changes - strategy implementation, technology roll-out, restructuring, process changes, quality management  Passionately believes that people are key to the successful delivery of change within organisations Introducing our presenter

2. © Changefirst Limited, all rights reserved 2014 The Power of Data: What 400,000 data points tell you about successful change implementation. Audra Proctor – Director, Changefirst November 2014

3. © Changefirst Limited, all rights reserved 2014 changefirst.com 3

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5. © Changefirst Limited, all rights reserved 2014 changefirst.com 5 PMI: Pulse of the Profession – Enabling Organizational Change through Strategic Initiatives Highly Effective Minimally Effective Moderately Effective Change Implementation effectiveness

6. © Changefirst Limited, all rights reserved 2014 changefirst.com 6 Implementation = ? Implement Install Time Business Case Achievement Value Gap

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8. © Changefirst Limited, all rights reserved 2014 changefirst.com 8 Change Plan – How organisations see change Change Reality – How people see change

9. © Changefirst Limited, all rights reserved 2014 changefirst.com 9 Good people get lost!

10. © Changefirst Limited, all rights reserved 2014 changefirst.com 10 Integrated project roadmaps and dashboards

11. © Changefirst Limited, all rights reserved 2014 changefirst.com 11 We see a lot of Acceptance

12. © Changefirst Limited, all rights reserved 2014 changefirst.com 12 6 CSFs and 20 Risk Dimensions POWERFUL ENGAGEMENT PROCESSES Processes are being used to ensure people are engaged STRONG PERSONAL CONNECTION People are committed and new behaviours are being used COMMITTED LOCAL SPONSORS Managers are willing and able to help people adapt EFFECTIVE CHANGE LEADERSHIP Change leaders are ensuring the change is implemented SUSTAINED PERSONAL PERFORMANCE Resistance to change is being managed and people are being helped to adapt SHARED CHANGE PURPOSE People are dissatisfied with the current state and buy-in to the vision

13. © Changefirst Limited, all rights reserved 2014 changefirst.com 13 Legacy Risks 1. Reward & recognise people 2. Increase involvement 3. Enrol informal influencers 4. Help managers role model 5. Increase solution visibility Changefirst Initiative Legacy Assessment data – 2007-2014

14. © Changefirst Limited, all rights reserved 2014 changefirst.com 14 Planning for Commitment Current Changefirst data - 2014 Change StageResistance %Acceptance %Commitment % Past Changes 215425 CURRENT Change Announced 184933 Change early implementation 166618 Change mid- implementation 165628 Change near completion 192754

15. © Changefirst Limited, all rights reserved 2014 changefirst.com 15 Big Questions #1What happens at the end of a project that makes acceptance fall and commitment increase, both dramatically? #2 Why are the commitment level nearing the end of implementation twice the level of commitment shown in the Legacy? #3Why are the resistance numbers more or less unaltered throughout the whole process? http://ad.changefirst.com/data-report-1-exclusive/

16. © Changefirst Limited, all rights reserved 2014 changefirst.com 16 Review > Persevere / Pivot 1. Solution Visibility – 7 points 2. Future State/Vision – 6 points 3. Sponsor Behaviour – 6 points 4. Local Mgrs. Support – 5 points 5. Personal Imperative – 4 points Changefirst Initiative Risk Assessment data – 2007-2014

17. © Changefirst Limited, all rights reserved 2014 changefirst.com 17 Connect at www.changefirst.comwww.changefirst.com audra.proctor@changefirst.com 44 (0)1444 450 777