Top trends in change management
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 the top ten trends in the field
of change management. The list of trends in the 2009 study was
similar to those in the 2007 study. The number one trend
remained the same - but the the number two and three trends in
the 2009 study moved up significantly on the list compared to
2007. This tutorial shares the
top ten trends and a simple assessment you can use to evaluate
how well your organization is tracking with the trends. |
 |
Top trends in change management
Participants in the 2009 study identified the trends they had seen in
“change management” in their organization. By nearly a two-to-one
margin, the top trend was a greater awareness of the need for change
management, mirroring the results in the 2007 study. The second most
cited trend, again by a fairly significant margin, was the building of
change management competencies across the organization. The top ten
trends identified by 2009 participants were:
| 1 |
A recognition of the need for change management
Overall, participants saw a greater understanding of and
appreciation for the role of change management. Organizations
and project-focused employees saw change management as important
and as a needed aspect of any change project. Change management
was identified as a key contributor to project success. There
was a wider appreciation of the role change management played in
contributing to return on investment (ROI) and benefit
realization of projects; it was viewed as essential. A number of
participants also commented on the growing interest and
attention by senior leaders.
What participants said:
“Awareness that change management is an important success factor
for project management.”
“Growing recognition of importance to successful ROI.”
“Acknowledgement that the investment in change management on the
front end of a project will pay off in the end.”
|
| 2 |
Change management competency building
Viewing change management as an emerging and necessary
competency moved up from number five on the trends list in 2007
to number two in the 2009 study. Participants indicated more
demand for training and knowledge around change management, as
well as more widespread competency building programs. Change
management competencies were becoming evident in senior
leadership levels and front-line management levels.
What participants said:
“Recognition of managing and leading employees as a
leadership capability.”
“Growing awareness of relatively new competence.”
“Appreciation of specific change skills.”
|
| 3 |
Dedication of resources for change management
Participants identified the use of dedicated resources
focused on change management as a key trend in their
organization. Project leaders were more likely to appoint change
management resources to support their change initiative, and
change management specialists were being identified and
developed within the organization.
|
| 4 |
Use of change management tools
The fourth most-cited trend was a greater adoption of change
management tools, processes and methodologies. Participants
indicated that change management and its application was
becoming more consistent and formalized in their organization.
The use of more structured and formal processes was number two
in the list of trends in the 2007 study.
What participants said:
“The appetite for a methodology is increasing.”
|
| 5 |
Application of change management on projects
Participants commented that change management resources were
now sought out by project teams, rather than looking for
projects to support as they had done in the past. Project teams
were bringing change management resources on board earlier in
the project, during the planning phase, and were considering
people-side issues earlier. Several participants indicated that
change management had become a requirement and that no major
projects moved forward without change management.
What participants said:
“We are being asked to join projects rather than asking.”
“People have started accepting the behaviour change as [a] key
ingredient for project planning.”
|
| 6 |
Project management and change management integration
Integration of change management and project management moved
down several spots from the 2007 study in the list of top
trends. Participants commented on the partnership, alignment and
involvement in the planning process that was taking place with
the project management and change management functions.
|
| 7 |
Change saturation
As evidenced by other findings in the study, organizations
were increasingly facing a point of change saturation. The
recognition of this condition and an increasing pace of change
were highlighted as emerging trends. One participant noted the
“change avalanche” the organization was experiencing.
|
| 8 |
Standard change management approach
More organizations were establishing a standard change
management methodology for the entire enterprise.
|
| 9 |
Establishment of a change management group
Some organizations were creating and staffing a change
management function in the organization, sometimes called the
Change Management Office (CMO). Advances were made in staffing
this group which centrally supported change management and
change management training efforts. A number of participants
indicated they were currently trying to decide where this group
would reside in the organization.
|
| 10 |
Management of the portfolio of change
Several participants indicated that their organizations were
making progress in understanding the people impact across the
multiple projects underway. Participants mentioned steps
including managing the portfolio of change, tracking projects,
mapping future changes and prioritizing projects based on the
change load.
|
Top Trends Assessment
Below is an assessment on the top ten trends from Prosci's 2009
edition of Best
Practices in Change Management - see how your
organization is performing by scoring each of the trends (in the left
hand column) using the assessment criteria (in the middle column) and
entering your score in the right hand column. A total score is
calculated at the bottom of the assessment.
* The tool below is a simple calculator. No data is captured or
transmitted.
Scores between 25 and 30 indicate that your organization is ahead of
the trends. Scores between 20 and 24 indicate that your organization is
on track, and scores below 20 indicate that you are behind the trends.
Also, be sure to look at individual scores to see which areas you need
to focus on going forward.
###
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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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