Name: Transform Risk Into Competitive Advantage With Enterprise Change Training
Uploaded: 2025-11-04T19:30:55.687Z
Duration: 30 min 28 s
Description: Transform Risk Into Competitive Advantage With Enterprise Change Training

Transcript for "Transform Risk Into Competitive Advantage With Enterprise Change Training": Hello, everyone. Welcome. Thanks for joining us today. I see that we already have a lot of folks on the call who are chatting in from all over. Looks like North America primarily, but I think I saw a couple folks over from Europe as well. So thank you so much everyone for joining and welcome. We are excited to be bringing you this thirty minute session to learn about how building your internal change capability can help you achieve change success, and transform risk in 2026. Now before I hand the mic over to Tim Creasy to kick off our session today, I did wanna run through a few of our familiar housekeeping items with you all. So before we get started, first and foremost, you should know that, yes, we are recording this session, and you will be receiving a link with that recording usually about twenty four hours after the event. So keep an eye out on your inboxes, especially the ones that you register to the event with. So we'll be sending that out here, like I said, in twenty four hours or so. And you can feel free to share that with others in your organization or outside. The other thing is to note we have both a chat, which of course is going on here, and you can already see folks chatting in where they're calling from. You can go ahead and use that to chat your reactions or or interact with other participants on the call. If you have specific questions for Tim, please use the q and a side. So if you click on q and a over on that right hand menu, that will help me queue up any questions for follow-up. And if we have time for live q and a at the end, I'll be sure to to keep those, keep track of all of those. So that'll just be a helpful action there. And then finally, our, this event is enabled with closed captions and with translated subtitles. So if English is not your preferred language, you can click on the closed captions in the bottom right hand corner of your screen. And then where it says right now most likely default e n there, you can click on that and you will be able to select from different languages as well. And in real time, the system should be able to translate those. Well, we only have thirty minutes for the session today, so I'll just keep the housekeeping items short and sweet. And I will go ahead and pass it over to Tim to kick off our event today. Very good. Thank you, Diana. And thank you to everyone for investing the hour or a half hour to learn a little bit about how building organizational change muscle will set you up for success next year. That's what we're talking about. We know that there is a tremendous amount of change going on, uncertainty technology. Building change muscle is the way we can set ourselves up to be successful. This is a webinar brought to you by Prosci. I'm Tim Creasy, chief innovation officer. Prosci has been around for nearly thirty years now, laying down the foundation of more successful change outcomes with and through our people. We're the creator of the ADKAR model as many of you know, and many of you might be certified or know others that are certified in your organization that have learned the methodology, the language, the tools to drive better outcomes in times of change. We have that certification program, but also provide clients with advisory direction and guidance to help overachieve and over deliver on the most important changes going on. Prosci does have a global presence. So headquartered here in The United States, but we do have a Canadian, a Latin America, Singapore, Europe. Throughout Africa and the rest of Asia, there is a footprint to bring this capability to your organization wherever your organization is around the world. And actually, it makes me I wanna ask my very first question. So, Diana, if we can launch that first question. I wanted to have y'all give me a score on a scale of one to five. How well do you know ProSci? One might be I've never heard of this organization until today. Two, I've read a little bit about what you do. Maybe three, you got certified. Four, you got certified, you're using Proxima, you stay up to date on what's coming out. And five, you're a full on certified, you know, maybe you're teaching it. You're a Prosci certified advanced instructor. So where are you in terms of your understanding of Prosci's suite of research based training programs to help organizations build change muscle? And, Diana, I'm not sure how they, I see some people chatting in nice, some twos and threes and fours. Does the answer go up on the screen? I don't hear you. Well, I'll go ahead and take a look, or I'll have you chat to me, Diana. So I thought it'll help me kinda gauge where we are and how deeply we go into some of this content. Organizations pick Prosci for a number of reasons. Part of it is that Prosci leaves behind change muscle in your organization. We're not just coming in to do the work. It's really around building the change skill set, the change mindset of the people throughout your organization. People bring Prosci on when they have must win or can't fail projects, where they need adoption usage so that achievement of outcomes is is what we're there for and what we do. It's also all about building on what we've learned in the research and turning that into scalable tools and language that your organization can embed top to bottom, left to right. And we're gonna talk about that today as we talk about building change muscle. And then finally, just a number of the organizations around the globe of various industries, various sizes, that each have trusted Prosci as that partner for the methodology, the tools, and the capability building training to put themselves in a position to succeed. So Diana has launched the next poll for you. Would you like to speak with a Prosci salesperson about how you, we can help you and your organization achieve transformation success? Whether it's on a specific maybe it's a major ERP. Maybe it's a big AI implementation. Maybe there's a concerted effort to build a culture of change given the velocity of what we have coming at us. If any of those sound like you, go ahead and chat in. Yes. Please have somebody give me a ring, and the Prosci staff is there ready to to reach out. So I wanted to talk about what happens. Like, what does it matter that we invest the time and energy in building change capability and doing change right? We know that we can start to derisk the projects that are going on because there's a huge amount of risk exposure when we assume people are just gonna get on board and jump into this change. We know that we are going to pay for the people side of change in both dollars and time. We can either do it upfront with structure and intent and good change management, or we can do it with revisiting and retraining and redoing a lot of that people side work. So we can accelerate results by addressing the people side upfront. We can start to reduce and be more cost efficient by growing that change muscle, reduce our dependency outward, have fewer delays. We start to be able to share and continuously learn across the projects who are applying good change management. And ultimately, strategy is change. And so growing the muscle to over deliver the changes we are undertaking is about how we become a strategically agile organization. Aligning people to where we want to go is the strategic imperative of our senior leaders. Change muscle is essential because I have yet to see a strategy that has come out that said we're gonna do everything the exact same way as we did last year. And then finally, it's around that, sustainable differentiated competitive advantage. And even if you're in the public sector, you're looking for that ability to out change, out change technology, out change your constituents' demands. Outchanging is the name of the game going forward and change done right. And growing that capability is how we're gonna do it. And that's I mean, that was prior to the backdrop of the last five years. And as organizations, we have gone through a pandemic response, the hybrid workplace experience experiment and then formalization. We have artificial intelligence. This pivot towards outcome based performance, both for our vendors but also for the way we manage people in the organization, if there isn't an adoption enablement plan, outcomes are not gonna be realized. And this future of work, it demands individual and organizational agility, durability, resilience to, step into what we have coming at us. And so change done right, that's part of what Prosci is all about. I I wanted to kinda break that apart just a little bit. Because the first side is that notion of change. You know, what are the changes that are going on in the organization that we need to derisk by putting intent to the people side of it? What are the outcomes that we expect that don't come simply from installing the change, but come from people adopting and using it? And and what about the changes that we have on the horizon? If you're playing along in the chat pane, jump over to the chat pane. Chat in the biggest change you've got on your horizon right now. Don't give me any industry secrets, so kind of describe it generally. But what are those big changes that you have on the horizon or that you're dealing with right now? AI, ERP, AI threatening the workforce, EIP transformation, AI, ERP, modernization, digitalization, launching a new billing system. These are all of the changes that have a people side dependency that we need to build the capability to deliver on. So that's kind of the change side of change done right. What does done right mean? It does not mean followed a recipe. It does not mean boiler plated. It does not mean following a model blindly. That is not what done right means. Done right means we elevated the focus on the people side of the people side of change. It means we brought structure and intent to helping drive adoption, and it means we activated and engaged the critical stakeholders that the research has told us need to be involved in driving more successful change. So when I interpret change done right, it doesn't mean follow the three phase process, use the ADKAR. It means we elevated our focus on helping prepare, equip, and support our people so that we deliver outcomes that we expect in this change. And that's what Prosci is all about. So this is so what are those greatest contributors to change success? You know, what does the research tell us change done right looks like? These are the seven contributors that have come out of the research. First, that active and visible sponsorship. Second, we're using that structured change management approach, structured intent to the people side. We are engaging and encouraging participation from the front line, the people that are undergoing and part of the change. We have frequent and open and honest communications, transparently explaining where we are today and where we are going. We have integrated the technical and the people side. So that the technical side of the coin where we design, develop, and deliver the solution and the people side of the coin where people engage, adopt, and use the solution are moving forward harmoniously. We have somebody dedicated to focus on the people side of change. Because if it's not somebody's job, it's nobody's job. We need a dedicated resource and we need to engage those frontline people managers, the ones whose teams are bringing the change to life. So these have been established for years out of the Prosci research. There's a handful of these that more describe the way the process, the way we do the change process. So that's the structured approach, the way we communicate, the integration of the technical on the people side, having that dedicated resource on a focus on the people side. That's that change process focus. But it's critical that, you know, successful change takes a village. And so there is a whole body of work to engage and activate critical stakeholders that are involved in driving successful change in the organization. So activating and, activating our sponsors, those senior leaders. Really building employee engagement and fostering, participation in a meaningful way. Bringing together the technical and the people side because there are the project managers, the project teams we're gonna work and engage with. And then how do we equip our people leaders to step into their role? So when we talk about the greatest contributors to successful change, there's some stuff that we, the change practitioners, can do, but there's also critical roles throughout the organization. It's really around activating the people who make change successful in the organization. It's those primary sponsors and what the research tells us they need to be doing to drive and and advocate for the change. Those other key leaders that are part of the sponsor coalition that need to bring back and understand what the change means and how it will come to life in their part of the organization. We have all of those frontline people managers whose teams will have to embrace the new process, follow the new approach, use the new tool, engage with the new system. They are the biggest and most overlooked allies in times of change. How do we engage them? And then we've got these change agents and change champions, our partners in adjacent change disciplines, all of whom are on the same team of driving more successful change in the organization, but need to be part of this change activation effort that we're moving forward with. So I wanna kinda unpack this. This is a handful of those capability building programs that Prosci delivers. You might have seen it historically presented as sort of a pyramid, like an org structure. But I wanna go and show you how you can align the change management training programs directly to the transformation life cycle. And then this is really where we get significant lift. I'm using align, architect, and activate as kind of generic descriptions of the phases because you have words like them, and none of you probably have those three words. I kind of picked them on purpose to be general enough that we could all see ourselves in them. During the align phase, there's the sponsor briefing, and the certification program. The sponsor briefing brings a group of senior leaders together around a particular transformation and engages them with how they can be more successful as a sponsor, how they can line this initiative up to over deliver expectations, and how they can help the organization start to build true change muscle. A really engaging session that gets those senior leaders that activation of sponsors the most critical driver of change success in a room talking about their role in this transformation on both the technical and the people side. The certification program is quarter that cornerstone program. Three days where we learn the methodology, the tools, the structure, the approach, the justification for good change management. And the neat thing about the certification is, for anybody who's taken it, you all know you have to bring a project through the door when you come in. And so if we align the certification program with our transformation effort, we can bring the whole team together and in real time be working on that transformation effort, building out the strategy and plans we need as the foundation. During the architect phase, that's where we start to move into really bringing the solution to the forefront. There's two programs I have aligned there. Deliver project results is a one day program for project teams, project managers, the folks that are usually dealing with that technical side of the coin. And it helps explain and present change management to them in the language, the terminology, the frameworks that they're used to. So that the people side and technical side can become those teammates that they need to be if we wanna drive this change successfully forward. Again, within the context of planting the training programs along the project, the transformation life cycle, this catalyzes and mobilizes the integration of the people on the technical sides. The fourth one you see there is leading your teams through change. That's for our people managers. And again, the research is abundantly clear. They are probably the most critical and most overlooked audience in times of change. They have the proximity, the trust, the connection to the people that have to bring the change to life, and they have to go through their own change journey as well. So this is a one day program that really engages those people leaders to not only navigate their own personal change process, but to start to learn about their Clark roles in times of change. Role of communicator and liaison and advocate, resistance manager, coach, and how to activate those those those roles. When we line that training program up in the life cycle of the transformation, we're also equipping our people leaders with the talking points they need and in alignment to that transformation with the specific objections and how to handle those objections. So this is what I mean about leaving behind change muscle. We're equipping those people leaders in the context of this transformation that must deliver results. When you get into the activate phase, there's finally a couple there. Taking Charge of Change is probably one of my favorite programs. It's a one day program for anybody who wants better understand and navigate change inside their organization. Really founded in the five tenets of change management. If we have communication partners, HR business partners, business analysts that we're working with, this is a great, great program for that change network that lives inside the organization. And then finally, the employee orientation program. A one day program that helps any employee understand how we as humans move through change and the kind of choices we can take, along that journey and what that means and how we can become an active participant in the change journey rather than maybe a victim of that change journey. So when we talk about building organizational muscle, this is what we mean. We're running that UGRP right now. We know the people side is gonna be critically important to achieving outcomes. Can we align capability training capability building training programs to the life cycle of the transformation to not only increase the likelihood the transformation delivers outcomes, but to start to build that and leave behind that organizational change muscle. And that is change done right. Now for the folks that are practitioners in the organization, or on the on the call or in your organization, there is a whole host of new extended education programs, in terms of model mastery for those practitioners. You may or may not have heard about these, but there's a one day program around how to improve project health by using the PCT as a diagnostic across the life cycle of an initiative, and to use it as an alignment facilitation tool. There's a couple of ADKAR programs. One about kind of more proactively building roadmaps with ADCAR and one about resolving root causes and persistent resistance. And then there's one about the change performance framework that helps us define and track toward the outcomes we expect in times of change. The practitioner program gives you that foundational breadth, the orientation to the process. Model mastery takes it another step towards the depth and that performance orientation you're looking for. And these are also kind of the foundation of an advanced certification program, that practitioners can engage in if they really wanna take that next step, along their journey. I also think these are really interesting programs to use in conjunction with teammates when we're moving toward outcomes on a particular transition. So if we can bring together a team to take a look at a change performance framework, achieving change performance, building out a change scorecard upfront, there's some significant opportunity there. So three strategic approaches to start to build organizational change muscle. And these have kind of come through in our discussion so far. One is around supporting must win projects. Similarly to how many PMOs got established in support of a particular large ERP deployment, a lot of organizations will start to build change management capability within or under a particular transformational effort. And this is what we just described on the page, aligning sponsor activation, people manager activation, project team activation, change network activation to the life cycle of the transformation to drive greater change outcomes. Developing that change leadership pipeline is around really starting to staff up and skill up the people in the organization that are gonna lead us into the future. It's how do we start to embed change leadership as a part of what everyone in the other organization does above and beyond just decreeing it. It's about how do we lay the foundation of change mindset, a common language that can let us move forward. And then the third is really around just that investment in building readiness, resilience, and change capability as an attribute of the organization. We've decided this is a core competitive advantage, a core capability or core competency we need, and we're gonna put the time, energy, structure, and investment into building that capability. So those are kind of the three different paths we go. It's my camera down. That's what it just told me. Try it a bit. I'll try taking it off and put it back on again. You all saw enough of me already. My last slide here is gonna be the benefits of us starting to really build this capability. We put in the time, the energy, the effort. We've activated key roles. We've built the change management methodology and a language. What are the benefits? The first is overall portfolio success rate goes on up. Your organization has dozens, if not hundreds of different initiatives going on. Each of them is more likely to deliver outcomes when we invest in building organizational change muscle. It helps us prepare for the velocity of change that we have coming at us. In the last two and a half years, it feels like the speed of change has gone up quite a bit as AI has infused itself into all parts of our organization and our lives. The way we get ready for what's coming at us when we don't know what it is, is we build that foundational muscle. Again, organizational agility, the ability to sense, respond, and seize opportunities coming at us, the ability to quickly realign our people toward a new objective, that depends on and requires this organizational change capability. Many of us are feeling fatigue and saturation and burnout in our organizations. And the better we manage each change going on and the better we build resilience in the organization, the better we can handle the change disruption and the change load we have going on right now. I joked already, I've never seen a strategy that says do everything the exact same way as we did last year. Inherent in strategic planning going on right now is change in the next year, aspirations and goals about how we wanna be differently. These are the kind of programs that increase the likelihood you deliver outcomes on those changes. Certainly, out changing the competition is going to be the differentiator going forward. There's become such parity in the products and services and how quickly people can bring new things to to to market that it's how quickly we can act that's gonna differentiate us going forward. We know we get a seven x bump in the likelihood of achieving outcomes if we apply excellent change management. And we know it's about three x if we can go from core to fair change management. That benefit of change management gets multiplied across the organization when we start to build enterprise change muscle. And finally, that common approach and common language is so crucial. When we all start speaking with that common language of ADKAR, when we all start using a common approach for right up front, we're defining change impact across the 10 aspects. We have the ability to continuously improve, to share, to learn from one another. That common language, common approach is the foundation of continually improving. So I think we got just a couple of minutes for questions. We'll go ahead and have have people type them in in the q and a if they haven't already. We'll take those for a couple of minutes, and then I will leave you with a couple of ways that you can connect with us, whether that's via the web page, email, connecting us on LinkedIn, grabbing a hold of that newsletter, stay in touch, find out what it is we're bringing to you all to help you drive better change outcomes. Diane, what have we got coming in for questions? Excellent. Well, thank you so much, Tim. And thank you everyone again for for joining us. Before we get into questions, and please, if you do have some, chat those in. I know I was answering a few of them on the backstage area. We are recording this session, and we will send it out to everyone. So be sure to keep an eye open to your email. And if you are interested, we have a couple of resources in the document section. So if you click over into your right hand side, we have a couple downloads that you can take away with you that talk about the enterprise training, what we talked about today, dig digging into a little bit more of the data and what we see in the research on building your internal enterprise change capability, and also a web page. So as Tim mentioned, if you did want to get in touch with us or if you do wanna learn a little bit more, there's some links in there as well. One of the questions, Tim, that I flagged early on, during the presentation was about how can an organization leverage a decentralized model of certified change practitioners without having to commit to a full enterprise license, which an organization might not be able to do at the moment. Do you have any examples or recommendations? Yeah. I think one of the opportunities we have is to provide that community and connection for practitioners when they're in a more of a decentralized environment. So, I see communities of practice, that give us the opportunity to come together perhaps monthly to share with one another, learn from one another, celebrate and commiserate depending on how the case might be. So I think those are opportunities to provide sort of structural support of enterprise change management in the organization is a great way. And then just stay connected. There's growing membership opportunities in this change world to stay connected with other people that are doing change work. So, those are the two I'd start with. And then I'd encourage a group of you to take a look at those one day model mastery programs, that achieve change performance. If you have a couple of practitioners, have them go through that together. They'll get to experience both the content, but then also get to make the connections back to their experience in their organization. Well, Hannah had a great question as well that I wanted to bring forward on what are your must haves for a pilot program when implementing a new change? What are some good good things to bring to the board? Great question. And I wanna be cognizant of the time we're about at the top of the hour. My one must have would be leadership buy in. I need leaders bought in that this is the change that's gonna matter and that they are committed beyond the head nod to actively and visibly participate, and demonstrate their commitment through not only their words, but their actions and their hours. Well, fabulous. Well, with that, folks, I'll I have the chat of the questions here. So if we weren't able to get to some of your questions, we'll be following up in email. So keep an eye open, as well. So not just the recording, but also we'll get into some of those questions. So so David, Lisa, Luis, we'll make sure we get back to you as well. Tim, do you have any final thoughts as we depart? Change is hard. The people side of change is always gonna be there. Reach out if you want help with your changes and helping your organization get better at this because we've been researching it for a long time and are ready to bring it to you. Alright. Well, thank you again everyone for joining us, and thanks so much for your time. And please get in touch with us if you have any questions as Tim mentioned. Those links are available in your document section. If you wanted to hop over there, click download those now. I also know that our wrap up email will include links to those documents as well. So those are definitely resources that you wanna take along with you. As you continue to build the case for this for your organization ahead, it'll give you some great support. Thank you so much everyone, and have a great rest of your day wherever and whenever you might be. Take care.