First off, I am thrilled with the 2007 Best Practices in Change Management benchmarking report. This was by far the biggest research undertaking for us - both in terms of participants (426 from 59 countries) and content (40% larger than the 2005 report). I am very proud of the output and think you will find the insights and findings invaluable.
http://www.change-management.com/best-practices-report.htm
On the insights webinar, we started with the foundation of the report (5th study over the last 10 years, questions and content areas) and the profiles of those reporting (both about the participants and the projects they reported on). We then turned to six insights that I thought were particularly interesting:
1. Impact of effective change management - the data shows a direct correlation, so if we are serious about achieving our objectives we better start managing the people side of change
2. Greatest contributors to success - sponsorship comes out as #1 for the fifth time, list is similar to 2005 with the addition of dedicated resources
3. Resource allocation - about 25% of project FTE, some 'rules of thumb' relative to project size, still not enough resources
4. Sponsor role - most do not understand their role, three primary responsibilities that are predictors of the success or failure of the project
5. Change saturation - it is real, it has consequences, it has solutions - but the first step is building an appreciation of what change saturation is and what it means to the performance of the organization
6. Building support for CM - it is the change management specialists who must mobilize the people involved in managing change (senior leaders, project teams, managers, supervisors, etc), examples go a long way
What do you think? Are there any insights that surprised you? Which will you take forward in your organization? What jumped out at you as a change management specialist?
And, if you have the complete report, are there additional insights we did not cover on the webinar that you think are worth discussion?
Thanks!
TimC
Friday, November 9, 2007
Webinar - Defining CM - Nov 13 2007
This is an important foundation for any change management specialist in an organization. In order to show the value that change management delivers, people must undertand what we mean when we say "change management". On the webinar we use three buckets to provide context for change management - 1) "the change" - what will actually be different once we implement this initiative, 2) project management - the process and tools for managing the technical component of the initiative, and 3) change management - the process and tools for managing the people side of the initiative.
I think our first step is to get people thinking in terms of current state, transition state and future state. Once we begin seeing change in terms of these states, it begins to make sense that there are tools for making the shift happen. I like starting with examples of current and future states that fall outside of the workplace - an old rotary phone compared to a cell phone, a horse and buggy compared to a new car, a bank teller compared to an ATM. Then, once we get them thinking in terms of current and future states, we make the subtle shift to the current states and future states happening around them in the workplace.
Finally, the confusion about change management is the last place to investigate and understand. What do the people in your organization think of when you say the words "change management"? From a catch-all umbrella that encompasses any type of improvement approach to "that is just communication" - there is confusion that you will have to address. The power of context - whether it is the current, transition, future states approach or using the Prosci PCT Tool - is that change management begins to fit into a framework, and its role becomes clearer when I see how change management relates to the other realities I experience.
What do you think? What confusion have you faced? How have you created context for change management? Let the community know!
Thanks.
TimC
I think our first step is to get people thinking in terms of current state, transition state and future state. Once we begin seeing change in terms of these states, it begins to make sense that there are tools for making the shift happen. I like starting with examples of current and future states that fall outside of the workplace - an old rotary phone compared to a cell phone, a horse and buggy compared to a new car, a bank teller compared to an ATM. Then, once we get them thinking in terms of current and future states, we make the subtle shift to the current states and future states happening around them in the workplace.
Finally, the confusion about change management is the last place to investigate and understand. What do the people in your organization think of when you say the words "change management"? From a catch-all umbrella that encompasses any type of improvement approach to "that is just communication" - there is confusion that you will have to address. The power of context - whether it is the current, transition, future states approach or using the Prosci PCT Tool - is that change management begins to fit into a framework, and its role becomes clearer when I see how change management relates to the other realities I experience.
What do you think? What confusion have you faced? How have you created context for change management? Let the community know!
Thanks.
TimC
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