Published by Gbaf News
Posted on February 21, 2014
World-leading change management research firm Prosci released its eighth benchmarking report, Best Practices in Change Management – 2014 Edition. 822 change leaders from 63 countries report the steps to succeed and mistakes to avoid when managing the people side of change. Unlike other studies which report a high failure rate for change initiatives, Prosci’s research over 16 years shows that projects are six times more likely to meet objectives when organizations manage the people side of change effectively.
“Organizational change requires individuals to do their jobs differently, which means project benefits depend on employee adoption and usage,” explains Tim Creasey, Prosci Chief Development Officer. “Organizations are becoming more aware of the important connection between project management, with a solution focus, and change management, with an adoption focus. It’s no surprise that when these two practices are integrated, projects are 38% more likely to meet objectives.”
GEOMAP
Prosci’s 2014 report contains a robust section on integrating change management and project management, an approach taken by 71% of study participants. Participants share reasons for integrating, steps taken, dimensions of integration, and many other lessons learned. The latest edition also includes brand new data on measurement and metrics of change management, change management job roles, locations of the Change Management Office, and reinforcement and sustainment to ensure benefit realization.
“It’s not uncommon for reinforcement activities to receive minimal attention during a change project. After all, it seems the bulk of the work is finished once we get to go-live,” says Michelle Haggerty, Prosci Strategic Director of Training. “But without reinforcement mechanisms in place, there’s a risk that the change will not be sustained. Organizations that planned for reinforcement were over 27% more likely to achieve desired outcomes.”
The new 2014 edition of Best Practices in Change Management is the largest and most comprehensive body of knowledge on the market today. Prosci’s 2014 report compiles findings with seven previous change management studies. In total, the report uncovers best practices and lessons learned from 3,400 project leaders and change professionals, revealing why some changes deliver results while others fail to.
“The 2014 report is not only useful for executives and senior leaders in strategic decision-making, it is packed full of countless lessons learned that project and change teams can apply immediately,” states Tracy Taylor, Prosci Lead Analyst. “The findings are actionable. This report allows anyone involved in managing change to leverage the hindsight of thousands of practitioners as foresight to ensure their own project objectives are met and organizational outcomes are achieved.”
World-leading change management research firm Prosci released its eighth benchmarking report, Best Practices in Change Management – 2014 Edition. 822 change leaders from 63 countries report the steps to succeed and mistakes to avoid when managing the people side of change. Unlike other studies which report a high failure rate for change initiatives, Prosci’s research over 16 years shows that projects are six times more likely to meet objectives when organizations manage the people side of change effectively.
“Organizational change requires individuals to do their jobs differently, which means project benefits depend on employee adoption and usage,” explains Tim Creasey, Prosci Chief Development Officer. “Organizations are becoming more aware of the important connection between project management, with a solution focus, and change management, with an adoption focus. It’s no surprise that when these two practices are integrated, projects are 38% more likely to meet objectives.”
GEOMAP
Prosci’s 2014 report contains a robust section on integrating change management and project management, an approach taken by 71% of study participants. Participants share reasons for integrating, steps taken, dimensions of integration, and many other lessons learned. The latest edition also includes brand new data on measurement and metrics of change management, change management job roles, locations of the Change Management Office, and reinforcement and sustainment to ensure benefit realization.
“It’s not uncommon for reinforcement activities to receive minimal attention during a change project. After all, it seems the bulk of the work is finished once we get to go-live,” says Michelle Haggerty, Prosci Strategic Director of Training. “But without reinforcement mechanisms in place, there’s a risk that the change will not be sustained. Organizations that planned for reinforcement were over 27% more likely to achieve desired outcomes.”
The new 2014 edition of Best Practices in Change Management is the largest and most comprehensive body of knowledge on the market today. Prosci’s 2014 report compiles findings with seven previous change management studies. In total, the report uncovers best practices and lessons learned from 3,400 project leaders and change professionals, revealing why some changes deliver results while others fail to.
“The 2014 report is not only useful for executives and senior leaders in strategic decision-making, it is packed full of countless lessons learned that project and change teams can apply immediately,” states Tracy Taylor, Prosci Lead Analyst. “The findings are actionable. This report allows anyone involved in managing change to leverage the hindsight of thousands of practitioners as foresight to ensure their own project objectives are met and organizational outcomes are achieved.”
