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How would you complete this sentence: “We, as an organization, should work to embed change management
and build organizational capabilities and competencies because...”?
A growing number of organizations are starting to move from a project-by-project perspective toward
embedding change management and building organizational capabilities and competencies. These efforts are
aimed at broadly deploying change management across and throughout the organization - what Prosci calls
Enterprise Change Management or ECM.
The result of ECM is that change management becomes the norm and routine. Addressing the people side
of change is the expectation rather than the exception in the organization. Common processes and tools for
change management are consistently and constantly applied. Individuals throughout the organization, from
the CEO to frontline supervisors, develop their own personal competencies at leading change from wherever
they sit in the organization.
The value to you as a change management professional might be clear, but you will need to build support
and buy-in to take on Enterprise Change Management. You will need to be able to articulate the ECM Value
Proposition.
A sample of over 200 business leaders and change managers attending a webinar on Enterprise Change
Management provided their articulation of the ECM Value Proposition by completing the following statement:
1. Driving more successful change - Data and experience show that effective change management drives
greater benefit realization and achievement of results and outcomes. Building change management
capabilities means greater success on critical projects and initiatives.
2. Handling the amount of change occurring - Given the amount of and frequency of change occurring in
organizations today, becoming better at implementing change is essential.
3. Addressing the costs of poorly managed change - Many organizations have examples, or even a legacy,
of changes that were poorly managed, did not deliver results and created stress and confusion in the
organization. Under-delivering on change is not tolerable going forward.
4. Aligning organizational practice with organizational values - This case is particularly relevant for
organizations that espouse the importance and value of their people.
5. Preparing the organization for the future - The horizon for many organizations, and even industries,
includes significant changes that are necessary to remain competitive and successful.
Below are real responses from webinar attendees for each of the themes, along with complementary data
and findings from Prosci’s benchmarking research:
“We, as an organization, should work to embed change management and build organizational
capabilities and competencies because...”
• It is only through managing change that we will be able to achieve business objectives through people
• We need to ensure success in everything we do; we need to realize the benefits of our intended change
• It will enable adoption faster, more completely, and with less wear and tear on our employees
• It will help us deliver projects across the company with lower costs, more efficiency and better overall user adoption
“We, as an organization, should work to embed change management and build organizational
capabilities and competencies because...”
• Change is constant
• We have so much change happening all the time and we need to manage it more consistently
• We have an unprecedented amount of transformational change and we need those affected by change to
know that we know it and are dealing with it
• The increasing level of demand for change is beginning to affect our effectiveness as an organization
• Major changes are coming soon and there is a lot of resistance to changing
• We are going through tremendous change, and people are confused and fearful
“We, as an organization, should work to embed change management and build organizational
capabilities and competencies because...”
• We’re not getting nearly as much ROI on changes without change management
• We are not achieving the ROI we anticipate due to non-compliance with changes implemented in our business
• We spend so much money on programs and projects to make changes in the enterprise that are not well
adopted because the change is not well understood by the staff and clients
• We have a history of investing significantly in strategic efforts and NOT realizing the expected ROI for these
strategic efforts
“We, as an organization, should work to embed change management and build organizational
capabilities and competencies because...”
• Our people are our greatest asset. Without them, this will not be successful
• Our people are our most valuable asset - change is about the changes to their work, and we need to make
sure those “assets” understand what their new roles are
• It is consistent with our process-driven culture, will help to engage our members, and improve our
organizational effectiveness
“We, as an organization, should work to embed change management and build organizational
capabilities and competencies because...”
• Our company’s growth and future success depends on our people’s ability to adapt to market forces in and
out of our control
• It’s clear our industry is changing rapidly and we don’t want to be left behind
“We, as an organization, should work to embed change management and build organizational
capabilities and competencies because...”
• It will optimize the resources and extend the best practices in one project so that whole organization benefits
• We lose too much time and money misunderstanding each other between methodologies
• It is much more efficient to have one standard approach that can be applied throughout the organization
and tear down silos that can be built
“We, as an organization, should work to embed change management and build organizational
capabilities and competencies because...”
• Managing change is a competency for all, which empowers everyone and improves output and personal
satisfaction
• We have seen good results in using a structured approach to change, these results could benefit many
departments and divisions if it was enterprise wide
What would your organization look like if it began a journey toward Enterprise Change Management today?
As you “Stand in the Future” and see a vital and successful organization thriving in an ever-changing world,
articulate the unique value proposition for ECM that is most compelling to your leaders and resonates best
with your organization. Use these seven reasons for change management deployment as the starting place for
building the case for Enterprise Change Management.
Over 80% of Fortune 100 companies have worked with Prosci to build their change
capability. Our research-based, results-driven methodology is easy to apply. We can
equip your organization with the tools to out-change others, remain agile and thrive
during bigger, faster and more complex change.
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