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Participant profiles
2009 edition of Best Practices in Change Management

 

Prosci's 2009 edition of the Best Practices in Change Management benchmarking report is the most complete body of knowledge available on change management. The 2009 study is the sixth benchmarking effort Prosci has conducted over the last twelve years. The objective of this study is to uncover lessons learned from practitioners and consultants so current change management teams can benefit from these experiences - it is a forward looking, action-oriented report aimed at improving your change management work.

This tutorial shares data on the participants in the 2009 benchmarking study. The 2009 study had 35% more participants than the previous study. The 575 participants were distributed across the globe and represented a variety of industries, organization sizes and roles related to change management. The projects reported on in the study were also diverse. Below is the data on participants in the 2009 benchmarking study.

 

 

About the participants

Geographic distribution

Participants in the 2009 study represented 65 countries across the globe. Figure A shows the geographic distribution based on region. Representation from the United States increased slightly but was still in-line with previous reports in the 40% - 45% range. Representation from Australia, Canada and Africa increased while representation from Europe, Asia and Pacific Islands and Central and South America each decreased.

 

Figure A – Geographic distribution

 

Role of participants

The role of participants in the 2009 benchmarking study is shown in Figure B. The top three roles were: change management team leader, external consultant and project team leader. There was a significant increase in participation by change management team members.

Figure B – Role of participant

 

Industry

Figure C shows the industry representation in the 2009 benchmarking study. Industries represented by less than 2% of total study participants were included in the “Other” category. The top five industries were the same as in 2007, although “Consulting” and “Government – State or Local” both moved up one spot in the list.

Figure C – Industry segment

 

Size of organization

Participants in the 2009 study represented a wide range of organizations based on overall organization size (Figure D). The largest participation came from organizations with more than $5 billion in annual revenue. Organizations with annual revenue of less than $10 million made up the second largest group. Overall, organizations represented in the 2009 study were fairly similar in size to those in the previous studies.

Figure D – Size of organization

 

About the projects

Project stage

Seventy percent of participants reported on projects that were in the implementation phase or completed, up from 65% in 2007 and 60% in 2005 (Figure E).

Figure E – Project stage

 

Scope of the change

Projects in the 2009 study had smaller scopes than in previous studies (Figure F). In the 2009 study, only 44% of projects impacted the entire enterprise, compared to over 50% in the last three studies. Projects impacting multiple divisions increased from 15% of study participants in 2007 to 20% of study participants in 2009.

Figure F – Scope of the change

 

Project investment

While project scope decreased slightly overall, the investment being made in the projects reported on in the 2009 study increased over the 2007 study. As shown in Figure G, projects with investments of more than $10 million USD increased to 21% in 2009 from 18% in 2007. An even larger increase occurred in projects with investments between $1 million USD and $5 million USD, from 17% of participants in the 2007 study to 22% in the 2009 study. Representation from projects with investments of less than $1 million USD decreased in the 2009 study.

Figure G – Project investment

 

Number of employees impacted

Figure H shows the breakdown of the number of employees impacted by the projects that were reported on in the 2009 benchmarking study. While the representation in the 2009 study remained fairly close to recent studies, there was an increase in representation from projects that impacted between 1000 and 5000 employees.

Responses for more than 5000 employees were further broken down in the 2009 study. Of the 20% of study participants reporting projects that impacted more than 5000 employees, 40% impacted between 5000 and 10,000 employees; 15% impacted between 10,000 and 20,000 employees and 45% impacted more than 20,000 employees.

 

Figure H – Number of impacted employees

 

 

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2009 edition of Best Practices in Change Management now available
The 2009 edition of Best Practices in Change Management is a one-of-a-kind benchmarking report detailing how to succeed at managing the people-side of change. The report builds on Prosci's six longitudinal studies (2009, 2007, 2005, 2003, 2000, 1998) and presents hard-hitting data and action steps for succeeding at change management.

Find out more:

Report overview

Full Table of contents

Participants list

Best Practices Roundtable
Discussion Guide

 

“The 2009 report presents the most complete body of knowledge available on change management. Each successive study builds on the foundation of what makes change successful from a people side perspective and what should be done differently to improve implementation. For a practitioner, this new report is an essential how-to guide for succeeding at change management.”
  -  Tim Creasey, Prosci Director of Research and Development

 

Report by the numbers:

  • Sixth Longitudinal study
  • 575 Participants
  • 112 Pages
  • 65 Countries
  • 25 Sections
  • 65 Figures
  • 11 Tables

 

Order now - $289 (quantity discounts available)

 

Report sections:

  • Tables and figures
  • Executive overview
  • Greatest contributors to success
  • Greatest change management obstacles
  • What to do differently on the next project
  • Change management effectiveness
  • Methodology
  • Change management activities
  • Change management team and structure
  • Resources and budget
  • Sponsor role
  • Sponsor activities
  • Managers and supervisors
  • Communications
  • Training
  • Resistance
  • Reinforcement and feedback
  • Consultants
  • Project mgmt and change mgmt integration
  • Change readiness
  • Justifying change management
  • Enterprise Change Management
  • Change saturation and portfolio management
  • Change management trends
  • Participant demographics
  • Project profiles

 

“Given the economic climate and vast amount of change within organizations, business leaders and government leaders need to be able to learn from others to succeed at change. The 2009 benchmarking report provides the most comprehensive view of what effective change management looks like and the specific activities project teams must complete to build engagement and support for change efforts.”
  -  Adrienne Boyd, Prosci Chief Operating Officer

 

 

 

 

 

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