Change Management 103

Change Management
103
Benchmarking Findings
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1
Participants from over 500
companies
More than 50 countries
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Participant Profile
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Greatest Contributors to Success
1. Active and visible sponsorship;

2. Buy-in from front-line managers and
employees;
3. Exceptional project team;
4. Continuous and targeted communication;
5. Well planned and organized approach.

Greatest Change
Management Obstacles
1. Employee and staff resistance;

2. Middle management resistance;
3. Poor executive sponsorship;
4. Limited time, budget and resources;
5. Corporate inertia and politics.

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

Reasons For
Employee Resistance
1. Lack of awareness;
2. Comfort with status quo and fear of
unknown;
3. Organizational history and culture;
4. Opposition to new technologies,
requirements and processes;
5. Fear of job loss.

Reasons for Manager Resistance
1. Loss of power and control;

2. Overload of current tasks, pressures of daily
activities and limited resources;
3. Lack of skills and experience needed to manage
the change effectively ;
4. Fear of job loss;
5. Disagreement with the new way;
6. Skepticism about the need for change.

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.

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
managers and front-line supervisors;
 Spending too little time on the project and with
the project team.
Top Team Member Criteria
1. Excellent communication skills;

2. Business influence;
3. Commitment to change;
4. Change management experience;
5. Knowledge of the business;
6. Team player.

Communication Frequency
Daily Actual
Desired
Several times a week
Weekly
Several times a month
Monthly
Less than monthly
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
© Prosci
Percent of respondents

Who Should Deliver the Message?
Change
CEO/President management
25% team leader
6%
Change
management
team member
7%
Executive
manager
11%
The employee's
Senior manager supervisor
11% 31%
Department
head
9% © Prosci

What Would You Do Differently With
Regard to Communication?
1. More communications (more frequent);

2. Begin communications sooner in the project;
3. More face-to-face communications;
4. More communications from executive
sponsors and senior managers;
5. More about the impact of the change on the
employees.

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.

Training
Who generates training requirements:

1. Change management team;
2. Employee representative;
3. Training organization;
4. Design team;
5. Others.

Training
Who should develop the training:

2. Change management team;
3. Design team;
4. Others.

Training
Who should deliver the training:

2. SME ’s;
3. Advanced and skilled employees;
4. Change management team.

Type of Changes
All of the above
Process change
Organizational 2003
change
2000
Systems change
Job role change
Other
0% 10% 20% 30% 40% 50%

Percent of respondents © Prosci

Scope of Change
60%
2000
50%
2003
40%
30%
20%
10%
0%
Within a Single Multiple Single Multiple Entire
workgroup department departments division divisions enterprise
© Prosci

Number of Staff Impacted
25%
2000
20% 2003
15%
10%
5%
0%
Less than 10 to 50 50 to 100 100 to 500 500 to 1000 to More than
10 1000 5000 5000
© Prosci

Industry Segment
Computer (HW/SW)
Manufacturer
4%
Other Health Care
32% 4%
Telecommunications
4%
Service Industry
5%
Education
7%
Consulting Government - State

14% or Local
7%
Finance/Banking
Development and 10%
Manufacturing
13% © Prosci


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Change Management

©Prosci. Used with permission under terms of license agreement.

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1. Active and visible sponsorship;

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1. Employee and staff resistance;

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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

©Prosci. Used with permission under terms of license agreement. 6

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1. Loss of power and control;

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 Not visibly supporting the change throughout

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 Moving on to the next change before the

1. Excellent communication skills;

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Several times a week

Several times a month

Less than monthly

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

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1. More communications (more frequent);

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Who generates training requirements:

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Who should develop the training:

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Who should deliver the training:

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All of the above

Job role change

0% 10% 20% 30% 40% 50%

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Consulting Government - State

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