1. Best Practices in Change Management briefing
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2. Best Practices in Change Management benchmarking report
Findings:
Key success factors
What works
What doesn't work
Mistakes to avoid
Topics include:
Communication
Sponsorship
Resistance
Reinforcement
Team activities
Managers and supervisors
Change saturation

3. Research Foundation
1998 First Change Management Study – 102 participants
2001 Second Change Management Study – 152 participants
2003 Third Change Management Study – 288 participants
2005 Fourth Change Management Study – 411 participants
2007 Fifth Change Management Study – 426 participants
2009 Sixth Change Management Study – 575 participants
2011 Seventh Change Management Study – 650 participants

5. Type of change

6. Scope of change

7. Impacted employees

8. Project investment

9. Who contributed data?

10. Findings covered in this briefing
Correlation
Greatest contributors to success
Greatest obstacles to success
Sponsor role
Methodology
Resistance
Communication
Organizational competency
Change saturation

11. Prosci correlation analysis

12. Prosci correlation analysis

13. Prosci correlation analysis

14. Greatest contributors to success
Active and visible executive sponsorship
Frequent and open communications
Structured change management approach
Dedicated resources for change management
Employee participation
Engagement with and support from middle management
In all seven studies, sponsorship was #1
How effective are your sponsors?

15. Biggest obstacles to success
Ineffective change sponsorship from senior leaders
Insufficient change management resources and funding
Resistance to the change from employees
Middle management resistance
Ineffective communications
Resistance moved down from #2 to #3 in 2009 and 2011
Cause (sponsorship) and effect (resistance)

16. What is the role of the sponsor?
Participate actively and visibly throughout the project
Build a coalition of sponsorship and manage resistance
Communicate directly with employees
It is not just signing checks and charters!

17. Do sponsors understand their role?
56%

18. Applying a structured approach to change management
#3 contributor to success

19. Factors for selecting a methodology
Ease of use and scalability
Easy to follow
Easy to understand
Easy to explain to others in the organization
Flexible and scalable
Quickly adaptable to the change
Clear templates, tools, frameworks and structure
Accessible and available resources
Practical
Uses business or organizational language as opposed to jargon
Previous experience with a methodology
Credible, well-known and recognized approach
Compatible with project, company, culture or industry
Flexibility and customization
*Combined from the 2009 and Best Practices in Change Management report

20. When to start change management activities?

21. Resistance: most common reasons employees resist change
Lack of awareness
Impact on current job role
Organization’s past performance with change
Lack of visible support and commitment from managers
Job loss
Resistance is the #3 obstacle to success
It is not about the solution you are implementing

22. Resistance: most common reasons managers resist change
Lack of awareness about and involvement in the change
Loss of control or negative impact on job role
Increased workload and lack of time
Culture of change resistance and past failures
Again, it really isn’t about the particular solution
How do you overcome these reasons?

23. Effective communication was the #2 contributor to success
Most effective
Face-to-face
Most important messages
Impact to the individual
Why the change is happening
Do differently next time
More communication
Have a communication strategy
Communicate earlier

24. Communication: Preferred senders of change messages

25. Organizational competency

26. Change Management Maturity Model

27. Levels of change saturation

28. Consequences of change saturation
Individual behaviors exhibited in a change-saturated environment
Disengagement and apathy
Frustration and increased stress
Fatigue and burnout
More resistance to change
Confusion
Cynicism and skepticism
Symptoms of change saturation with projects and project teams
Changes did not realize benefits
Lack of resources
Changes were not sustained
Projects failed to gain momentum
Organizational symptoms of a change- saturated environment
Higher turnover
A decline in productivity
Increased absenteeism
Loss of focus on business basics
Negative morale

29. Find out more at: www.change-management.com/best-practices-report.htm
All findings are from Prosci’s 2012 Best Practices in Change Management benchmarking report
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