Prosci Change-Enabling Systems Webinar

C H A N G E M A N A G E M E N T
How to Harness the Power of Your
Change-Enabling Systems
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To address today’s state of change,
organizations are establishing
change-enabling systems to house
and grow key change capabilities.
The challenge is ensuring that
these systems and capabilities are
effectively driving change results.

A platform of several change
capabilities intended to provide a
coordinated solution supporting
change efforts to increase change
outcomes and probability of success.
A particular discipline or body of
knowledge/effort intended to
address a particular facet of
organizational performance.
Example Capabilities:
• Agile Development
• Change Management
• Collaboration
• Communications
• Continuous Improvement
• Customer Experience
• Data Analytics
• Design Thinking
• Digital Strategy
• Employee Engagement
• Human Performance
• Innovation
• Lean
• Lean Start Up
• Learning & Development
• Organization Design
• Organization Development
• Performance Management
• Portfolio Management
• Process Management
• Project Management
• Six Sigma
• Strategy
• Talent Management
Change-Enabling System
Capability1
Capability2
Capability3
Capabilityn
Capability

A platform of several change
capabilities intended to provide a
coordinated solution supporting
change efforts to increase change
outcomes and probability of success.
A particular discipline or body of
knowledge/effort intended to
address a particular facet of
organizational performance.
• Collaboration
• Communications
• Data Analytics
• Design Thinking
• Innovation
• Lean
• Lean Start Up
• Six Sigma
• Strategy
Capability1
Capability2
Capability3
Capabilityn
Capability
• Collaboration
• Communications
• Data Analytics
• Design Thinking
• Innovation
• Lean
• Lean Start Up
• Six Sigma
• Strategy

Examples
Speed to Market
Agile
ProjectMgmt
Digital
Strategy
Org & Process Optimization
Process
ChangeMgmt
Performance
Mgmt
Strategy

ProcessMgmt
Corporate Core
Analytics
Problem
Solving
ProjectMgmt
ChangeMgmt
Org Agility
Strategy
ContinuousProcess
Improvement
ProjectMgmt
ChangeMgmt
Examples

Examples
Operations Optimization
ProjectMgmt
ChangeMgmt
Learningand
Development
Performance
Improvement
ChangeMgmt
Transformation
ProgramMgmt
Agile
Development
Communications
Experience
Owners

Examples
Leadership
Development
Align Organization
ChangeMgmt
Strategy
Communications
Emotional
Intelligence
Global Information Systems
Strategy
Systems
Operations
ProjectMgmt
Communications
Architecture
ChangeMgmt

Today’s challenges and
opportunities are multi-faceted.
We need multi-faceted
solutions and responses.

The Medici Effect
Frans Johansson
"When you step into an
intersection of fields,
disciplines, or cultures,
you can combine existing
concepts into a
large number of
extraordinary new ideas.“

Example: Science Ecosystem

Breakthroughs occur along the frontiers
where disciplines rub against one another.
While it can feel like conflict at first,
the friction of two disciplines is
often the spark of innovation.
Tim Creasey

Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Leadership Development
Talent/Human Capital
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Ecosystem
Change Management

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Leadership Development
Talent/Human CapitalEngagement
Transformation
Communication
Org Development
Project Management
Change Management
Benefit RealizationA few examples from
my recent work

Organization
Development
Change
Management
Overlap:
1. Focuses on the human dynamics
within the organization
2. Recognize the critical nature of the
individual employee in the
performance and improvement of the
organization
3. Focuses on improving organizational
effectiveness, supporting Return on
Investment (ROI) of change initiatives
and increasing the alignment between
employee behaviors and strategic
imperatives
More often project application – taking an
“catalyzing individual employee change”
approach, involved in implementation and
taking a delivery approach
More often a whole system application –
taking an open systems thinking
approach, involved earlier in the change
lifecycle and defining opportunities
More focused on “how to
catalyze individual employees
in changing how they do their
jobs” as the building block of
successful change
More focused on “how the
system functions” as the
building block of successful
change and how people get
along and work together
effectively on an interpersonal
level in the change process
More focused on applying structured
approaches to facilitate individual
adoption of changes to an employee’s
processes, workflows and behaviors in
specific initiative execution, e.g. through
targeted assessments, processes, tools, etc.
More focused on designing interventions
to modify higher order organizational
components, e.g. organization structures,
systems, processes and relationships
OD and CM: Overlap and Dimensions of Difference
Creasey, Jamieson, Rothwell, Severini
4th edition of Practicing Organization Development

CM/PM Integration Opportunities
Integrate
in action
Integrate in
methodology
Conversant

Value Management
Change Management
Value Discovery Value Enablement Value Realization
Phase 1: Preparing Phase 2: Managing Phase 3: Reinforcing
• Solution Definition
• Value Measurements
• Value Communications
• Value Proposition
• Planning and Design
• Risk Management
• Auditing and Reporting
• Metrics
• Sustainment
A D K A R
• Readiness Assessment
• Risk Profile
• Strategy
• Communication Plan
• Sponsor Roadmap
• Coaching Plan
• Training Plan
• Resistance Management
• Compliance
• Feedback
• Sustainment

Coming together is a BEGINNING
Keeping together is PROGRESS
Working together is SUCCESS
Henry Ford

Effective Change-Enabling Systems Need:
Anchors
for
Integration
Common
and Shared
Understanding
Platform
for
Collaboration

Anchors
for
Integration
Common
and Shared
Understanding
Platform
for
Collaboration

WITH alignment WITHOUT alignment
Understanding Anchors Platform

Change-Enabling Systems Understanding Anchors Platform
Easter Bunny Paradox
www.linkedin.com/pulse/easter-bunny-paradox-overcoming-lack-shared-tim-creasey

Change Management Project Management
Those are the box checking people
Gantt charts, Schedules, Work Breakdown Structures
Those are the touchy feely people
Stakeholder Maps, Comm Plans, Training Plans
(mis)perceptions
activity (not outcome) focus

TO/BY Purpose Statement Format
TO ________________ BY ________________
Common and shared understanding
begins with clarity of purpose

A few example To/By Purpose Statements
CHANGE MANAGEMENT
TO drive business results BY enabling employees to successfully lead change
TO help the organization "get somewhere" BY helping people "get it"
TO move people through the phases of change BY informing and leading
TO achieve desired results BY helping people adopt new behaviors
TO create pull through the organization BY engaging people at all levels
TO deliver expected outcomes of change
BY preparing, equipping and supporting people through their own change journeys

A few example To/By Purpose Statements
TRANSFORMATION
TO lead an undiscovered journey BY removing fear and obstacles
TO shift the way we do business today BY increasing thinking and doing
TO take an organization to a better future state BY unlocking its potential
TO move the company into a new direction BY changing the way we do things
TO radically reshape what we do, how we do it, and who we are
BY reimagining what's possible

Change Leadership: TO enable the successful adoption of change with tangible business results BY
engaging, preparing and empowering individuals
Communication: TO ensure change success BY targeting communications to the right audiences at the
right time.
Diverse Leadership: TO elevate Latino Leadership BY unifying individual visions and talents across the
community.
Diversity: TO enable an innovative, engaged workforce BY discovering diversity among existing team
and bringing new teams on.
Engagement: TO inspire collective and amplified action BY setting a common vision and purpose
Human Capital: TO evolve culture BY developing global mindset
Innovation: TO enable new technology solutions BY gaining adoption and usage
Leadership Coaching: TO accelerate leaders performance and sense of fulfillment BY clarifying their
options, opportunities, and pathways to action.
Leadership Development: TO enable teams to work more effectively together BY teaching how to
leverage situational leadership techniques
Lean: TO shred unproductive work BY applying lean principles
Org Design: TO create an efficient and high performing team BY aligning skill sets with the needs of
business strategy
More To/By Purpose Statements examples

Anchors
for
Integration
Common
and Shared
Understanding
Platform
for
Collaboration

Capability1
Capability2
Capability3
Capabilityn
Without anchors – we have, ourselves, created silos
Anchors give the “hooks” or “tie ins” that enable
a unified application to a particular initiative

My anchors for change management:
2 Who has to do their jobs differently and how
when the solution is implemented?
Two questions to ask and answer
1 How much of our expected results and outcomes
depend on people changing how they do their jobs?

Hooks that a particular initiative ties on to
Related to the “To/By” of the capability
Articulate “how much” and “when”
a capability becomes engaged

Common
and Shared
Understanding
Platform
for
Collaboration
Anchors
for
Integration

A frame I’ve been using…
Why We Do
What We Do
What We Do
How To
Engage

Why We Do
What We Do
What We Do
How To
Engage

Capability1
Capability2
Capability3
Capabilityn
Why We Do
What We Do
Why We Do
What We Do
Why We Do
What We Do
What We Do What We Do What We Do
How To
Engage
How To
Engage
How To
Engage
Why We Do
What We Do
What We Do
How To
Engage
Why We Do
What We Do
What We Do
How To
Engage

Discipline Discipline Discipline Discipline Discipline
Why We Do
What We Do
What We Do
How To
Engage
Change Management Discipline Discipline Discipline
Why We Do
What We Do
TO capture people-
dependent ROI
BY preparing, equipping and
supporting people
What We Do
• Structured and
Intentional
• Individual and
Organizational
• Everyone’s job
How To
Engage
Answer 2 questions:
1. How much of results
depend on people?
2. Who has to do jobs
differently (and how)?

Anchors
for
Integration
Common
and Shared
Understanding
Platform
for
Collaboration

Informal Platform
Formal Platform
Platform (in IT): Any standard that forms a basic environment
under which compatible computer systems and application
programs can be developed and run, as a specific computer
processor or network connection (hardware platform) or an
operating system, database, etc. (software platform).
A standard that forms a basic environment
under which compatible change capabilities
can be developed and applied.

Informal Platform Formal Platform
Individuals
Teamwork
Collaboration
Project-based

Org & Process Optimization
Process
ChangeMgmt
Performance
Mgmt
Strategy
ProcessMgmt
Corporate Core
Analytics
Problem
Solving
ProjectMgmt
ChangeMgmt
ChangeMgmt
Transformation
ProgramMgmt
Agile
Development
Communications
Experience
Owners
Leadership
Development
Align Organization
ChangeMgmt
Strategy
Communications
Emotional
Intelligence
Operations Optimization
ProjectMgmt
ChangeMgmt
Learningand
Development
Performance
Improvement

Emergence of change-enabling systems
Different
names
Different
discipline
mixes
Same
needs
understanding
anchors
Same
objective
improve change
outcomes
Based on the unique needs, challenges
and opportunities of the organization

Mix selection
Of capabilities On an effort Over time
CAPABILTIY
NAME
CAPABILTIY
CAPABILTIY
CAPABILTIY
CAPABILTIY
The external triggers and
internal performance drivers
of your organization dictate
the particular capabilities
that should comprise your
change-enabling system.
Which capabilities are
needed to support your
unique needs, challenges
and opportunities?
“

Mix selection
Each change effort will be unique, requiring different “amounts”
of each system capability. How will you assess/evaluate needs?
“

Mix selection
Each phase of an effort will require different contributions from
each capability. How will you map out each capability’s involvement?
“
Capability 3
Capability 1
Capability 2
Capability 4
Capability 5
InitiateInitiate PlanInitiate Plan DesignInitiate Plan Design DevelopInitiate Plan Design Develop DeployInitiate Plan Design Develop Deploy Sustain

Key considerations for the platform
Does the platform itself have a
“To/By” Purpose Statement?
Does the platform have a
defined vision?
sponsor leading the effort?
governance structure?
defined vision?
defined vision?
defined vision?

Change-Enabling Systems Conclusions:
Anchors
for
Integration
Common
and Shared
Understanding
Platform
for
Collaboration
Alignment
To/By
Hooks
Engagement
Of capabilities
On efforts
Over time

The Mindset-Toolset Divide of
Organizational Improvement Systems
Tim Creasey
https://www.linkedin.com/pulse/shift-happens-does-mindset-toolset-divide-improvement-tim-creasey
Positioning an organization for success and leveraging new
improvement systems requires both the mindset and toolset.
Mindset without toolset leaves us unequipped.
Toolset without mindset leaves us unengaged.
Some thoughts on capability building

Mindset
Toolset
LOW HIGH
HIGH
Equipped
but
Unengaged


Engaged
but
Unequipped
Every capability –
regardless of the flavor –
requires a shift in both
toolset and mindset.
Capability1
Capability2
Capability3
Capabilityn

Toolset
• Processes
• Methodologies
• Policies
• Tools
• Team of SMEs
• Localized application
• A passionate evangelist
Mindset
• Vision
• Strategic alignment
• Passion
• Buy-in
• Integrated competencies
• Broad socialization
• An executive sponsor
Whether they are part of a change-enabling
system or not, how are you doing in facilitating
the necessary toolset and mindset shifts?

1 organization
3 capabilities
60+ practitioners
Many different views
Capability 1
Capability 2 Capability 3

Oct 21, 2016
INNOVATIVE
CHANGE
LEADERSHIP
1 auditorium
80+ practitioners
Many organizations
Reflecting on their
own organizations’
capabilities…

In development…

Capability1
Capability2
Capability3
Capabilityn
Conclusions
Take the next step:
Email solutions@prosci.com
Subject: “Change-enabling
system support”

Prosci Solution
Delivering organizational results by
catalyzing individual transitions
http://www.prosci.com | http://blog.prosci.com
changemanagement@prosci.com
Build individual change competencies
Apply change management on initiatives
Embed organizational change capability
http://www.prosci.com
solutions@prosci.com

Prosci Change-Enabling Systems Webinar

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