Realizing the benefits of your strategy depends on people changing how they do their work. Change management is a structured approach to drive these individual transitions.
Prosci’s research-based change management solutions build individual competencies and organizational capabilities. Leverage two decades of research to manage change and maximize your organization’s performance.
The Prosci Advanced Certification Tracks are highly researched, comprehensive trainings designed for dedicated individuals looking to further their knowledge and competency in change management. If your destination is change management mastery, our certification tracks will get you there.Learn More
Client Success Stories
"Prosci’s methodology and role-based trainings are uniquely built to work just as well in the academic side of campus as they do on the administration side. But what really set Prosci apart was the Prosci team’s willingness to help us modify their programs to accommodate our distinct needs.
A Prosci license was critical to building an enterprise-wide change capability. The license gave us both the structure to standardize Prosci’s change management approach and the flexibility to integrate change management into our established strategy, leadership development and project processes.
“Here at CDOT, we know that building and maintaining effective organizational change capability is crucial. Prosci’s comprehensive approach is straightforward, research-based, easy to use and aligns with our strategic direction. This partnership is fundamental to our success.
Join Tim Creasey and reviews tools, tactics and approaches for increasing organizational maturity. Learn how to audit your current maturity and use the audit to guide your efforts and track your progress.
Transform the way you manage change with the online Prosci Portal. Learn about foundational and advanced topics with free tutorials and webinars. Apply and measure change more effectively with cloud-based tools. Access all of your change resources in one virtual Portal.
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