Top contributors to success
Module 3 - Approach

Prosci's change management approach is based on seven benchmarking studies conducted over the last fourteen years. In each of the seven studies, respondents identified the greatest overall contributor to success. This tutorial series presents the top six contributors to success identified by participants in the 2012 benchmarking report:

1. Active and visible executive sponsorship
2. Frequent and open communication about the change
3. Structured change management approach
4. Dedicated change management resources and funding
5. Employee engagement and participation
6. Engagement with and support from middle management

Each tutorial in this series will address one of the six success contributors and will present findings, implications for change management professionals and additional data on the topic available in the 2012 edition of Prosci's Best Practices in Change Management benchmarking report.

Module 3 of the series presents success contributor #3:
Structured change management approach

Success contributor #3: Approach

More organizations are applying a structured change management approach to projects than ever before. According to Prosci’s Best Practices in Change Management benchmarking report, the amount of participants using a particular methodology has more than doubled since 2003, from 34% to 72% in 2011. In fact, study participants identify the use of a structured change management approach as the third greatest contributor to success. This is a fascinating finding because it marks the development of the change management discipline over the past decade. Change management is not just being used in an ad-hoc fashion (a communications plan here, a training plan there); it has evolved to be recognized as an organizational-wide requirement involving an assortment of tools and resources for managing the people side of change.

Applying a structured approach to change projects ensures that we don’t miss any critical steps throughout the change process, since it guides us through defining and outlining the activities, roles, processes and tools necessary to successfully reach the desired future state. Because a structured methodology supports the planning and execution of a change initiative, we are able to identify gaps and common mistakes made throughout the change process to make continuous improvements. In the end, using a particular methodology allows organizations to more effectively achieve the desired business objectives in the future state.

Implications for change management professionals

1. Use an established, easy-to-apply methodology

A methodology should be chosen based on its ease of use and scalability, which were noted as the most important factors in choosing a methodology by study participants. Easy-to-use means that the methodology is easy to follow, easy to understand, and therefore easy to explain to others. The ability to easily explain the methodology to others within the organization means that users will be able to quickly adopt the approach, and speak the same change management language as others involved in the process. This quality is especially critical when working towards deploying change management throughout the organization and making structured change management the norm, what Prosci defines as Enterprise Change Management (ECM) - learn how to institutionalize change management in your organization.

Scalability also makes an approach practical and effective. A methodology should be one that can be tailored to meet the requirements of the change being managed and to take into account the unique characteristics of that change. A scalable methodology is one that can be adapted to different changes, whether it impacts 100 individuals or 65,000 individuals. Often times, there are multiple changes occurring within an organization simultaneously, and the professionals managing those changes do not have time to create a fully unique approach for each change from scratch. A scalable methodology builds the foundation for effectively managing all changes while allowing for customization, creating confidence at the starting point and throughout the process.

Not only should the methodology be easy-to-use and scalable, study participants emphasize using an approach that has a track record of producing results, is supplemented by certification or training, is compatible with the company and culture, and is credible, well-known and recognized. (learn more about Prosci’s Change Management Certification Program).

2. Apply a structured approach early in the project

By applying a structured change management approach at the initiation of a project, we can achieve the benefits of effectively employing change management - employees are engaged and receptive, change management activities are effective in the short term and long term, change management is positioned well (making it easier to gain support and resources for the change), the people side of the project is not ignored, adoption and ultimate utilization is higher, and most beneficial of all, project objectives are met. In fact, 80% of study participants say they would start change management activities at project initiation the next time around, because the earlier change management activities begin, the more likely these benefits can be realized.

If a structured approach is not applied early enough in the project, we can experience the opposite of those benefits mentioned above. These consequences include employee resistance and disengagement, ineffective change management activities, poor positioning leading to lack of support and resources for the change, and the most consequential of all, project objectives are not met. Additionally, there is often costly and time-consuming rework required when the people side of change is not addressed early enough in the project lifecycle.

3. Adjust the approach if change management is started late

Even though an overwhelming majority of study participants suggested using a structured approach at project initiation, only 40% actually did. These findings are a reality check, reminding us of the barriers that prevent change management from being applied early on in a project, which include inaccessible funding and resources, disengaged sponsors and managers or an organizational-wide lack of awareness of the need for change management. Not to worry, research participants have shared their experiences when applying a structured approach later on in a project and have unveiled steps you can take when change management is started after project initiation.

Begin by adjusting your change management approach. Put energy towards areas that have a strong impact, like focusing on sponsor engagement (read Module 1 of this series on Sponsorship) and redoing, undoing and fast-tracking communication efforts (read Module 2 of this series on Communications). It is also important to become grounded in the project work done so far and to refocus on building awareness and support for the change. The most important realization here is that even if we start change management late in a project, some change management is better than no change management. And from a higher-level view, we need to lay the ground work to begin consistently applying a structured change management approach in the future.

Additional research findings available in the 2012 edition

The list below provides additional findings available in the 2012 edition of Best Practices in Change Management on structured approaches for change management. The full benchmarking report is available for $289 (order here). The 2012 edition of Best Practices in Change Management includes countless tips and suggestions to ensure your approach is holistic and structured.

Benchmarking report sections on approach and methodology:

• Use of methodology by region
• Use of methodology by industry
• Key factors in choosing the methodology
• Impact of using methodology on effectiveness
• Which methodology was used
• Benefits of using a structured approach
• When to start change management
• What to do at initiation if there is incomplete information
• Consequences and action steps if starting late
• Advice to a new team regarding methodology

Resources for applying the Prosci Change Management Methodology

Coming up:

Success contributor #4 - Dedicated change management resources and funding