Many industry-leading organizations today are building change competency and solidifying their change management approach with a Prosci license. You can learn from their successes—including how to leverage Prosci's research-based methodology, tools and training programs—to build change management competency while lowering costs, increasing efficiency and more. Prosci Licensing at Successful Organizations The Prosci Methodology and tools are used by more than 80% of Fortune 100 companies, and many of these organizations hold a Prosci license. Here's a look at how some have leveraged their license to adapt, solidify and implement change management to achieve a variety of successes. Change management license enables logistics company to customize Prosci training programs Why? To better suit the culture and level of change management maturity of the organization. How? Individuals in key roles throughout Crowley participated in tailored change management training. Crowley’s senior leaders, IT directors and project managers attended programs that introduced change management and was customized to be applicable to their unique role. The Prosci license enabled the change management team to tailor the style and language of the trainings to align with unique aspects of Crowley’s culture. Learn more about how Crowley enabled growth through a tailored change capability. Digital marketing and customer service outsourcer achieves cost-effective, flexible training through licensing Why? To build momentum for and deploy a multi-year global organizational change management journey. How? Leadership at SYKES invested in an enterprise license to the full Prosci Methodology, enabling cost-effective change management training and application in every region. Within a few months, SYKES offered change management practitioner trainings in Europe and Asia in addition to several more in the US and Latin America. Within two years, SYKES well-surpassed breakeven on the cost of a Prosci license as measured by cost of paying an external consultant or as measured by paying for materials for each attendee. Learn more about how SYKES embraced change on an organizational level. Manufacturing company uses Prosci license to integrate change management with business processes Why? To make sure change management would be addressed as part of every project and initiative. How? With leadership support, the change management team at a global manufacturing company acquired a Prosci license and created a formal enterprise change management plan. The plan included facilitating role-based change management training programs, formalizing the enterprise approach to change, and integrating change management into existing processes. Learn more about how this global manufacturing organization created a change capability in their human resources department and ultimately organization-wide through multiple business units. Prosci license enables global bank to translate and customize materials Why? To build awareness and a common language across all levels of a geographically dispersed organization. How? The bank translated and customized role-specific programs tailored to managers, employees and business partners. The change team utilized electronic delivery channels to efficiently reach large numbers of people, and they adapted the Prosci content to integrate it into existing internal training structures. Learn more about how this global bank established change management as a core capability. Licensing supports energy and utility company's deployment of change management across the enterprise Why? To mobilize people to become more agile in a rapidly changing industry. How? AVANGRID adopted the Prosci Methodology, established a change management office and roadmap, and built a change management network of certified professionals across all business areas. By completing very thorough and well-documented change management plans and regularly reporting demonstrated successes, the change management office quickly gained the trust and respect of leadership. Learn more about how AVANGRID implemented a change management program. Flexibility of Prosci Licenses Licensing makes change management efforts repeatable and sustainable in your organization. And it offers greater flexibility when deploying change management on projects and across the entire organization. Here's how a Prosci license will help your organization meet objectives and fully leverage Prosci's offerings internally: Customization You can modify Prosci's methodology, models, tools and training programs to better suit the needs of your organization or use them as the foundation for creating fully customized tools and processes. Customization can range from incorporating your company's branding into training materials all the way to tailoring any one of Prosci's training programs to address your organization's unique needs. Integration Prosci's change management foundations integrate easily into existing organizational processes, including established project management, human resources and organizational development methods. Creating a unified approach to projects will enable you to streamline processes and drive business results. "We acquired an Enterprise Change Management License from Prosci, so we have access to all the eLearning and training programs. Every Sunflower employee—from project managers and people managers to executives and front-line employees—goes through some type of change management training, whether virtual or on site." —John Ross, Strategic Change Administrator, Sunflower Electric Power Corporation Translation and terminology A license enables you to translate Prosci's materials, so you can all speak the same language around change—both literally and figuratively—within your organization. Whether in English or another language, every organization uses unique terms to describe processes, projects and groups involved in change management. With a Prosci license, you can adapt materials to reflect the common terminology used throughout your organization or translate into other languages as needed. Standardization for organizational deployment Do you want to make "great change management" the expectation rather than the exception? You can make that a reality when you adopt the Prosci Methodology, or a modified or customized version, as your organizational standard. A license enables organization-wide access to change management resources and tools with significant cost savings compared to per-user deployment. "The license has been brilliant because it helps us maintain costs while delivering a quality program in person or virtually. Getting the license was a critical step we took to get where we are today." —Michael Triolo-Sapp, Global Change Management Lead, Matthews International Support Your Organization's Unique Needs Given your understanding of your organization's culture, values and business model, you know that one size does not fit all when it comes to successfully managing change. But you can help your organization's unique change management initiatives succeed by licensing Prosci's research, tools and training programs.

Building an enterprise change capability is a rewarding journey that yields strong returns for organizations, but the journey is not without challenges. One of the biggest problems leaders face is with measuring the organization's progress toward change management maturity goals. Prosci addresses this issue with a research-based, practical solution. Prosci Change Management Maturity Model Based on more than two decades of research, the Prosci Change Management Maturity Model serves as a measuring stick for an organizational change management progress. Informed by the five areas that define change capability within an organization, the Change Management Maturity Model framework enables you to rate your strengths and weaknesses, and then use the scores to drive targeted improvements that will grow your maturity level in the right areas. The Prosci Change Management Maturity Model Note that the five levels in the maturity model above are the potential outcomes your organization can achieve when growing enterprise change management capability. The levels are sequential, cumulative and incremental, and progress varies by organization. For example, your organization might be at level 1.2 today and be working toward a desired future state of 3.9 within three years, while a smaller organization may need a longer timeline to close a similar gap. But before you identify a future state and plan for the transition state, your organization must determine your current state of change management maturity. To accomplish this, you assess your organization in terms of the five capability areas that define change management maturity. These are Leadership, Application, Competencies, Standardization and Socialization. Let's look at some examples of each area below. Capability area 1: leadership This capability area is not about leadership in general. It's about senior leadership support for change management capability. Such leadership exists in multiple forms, including: Primary sponsor for change management deployment Sponsor coalition for deployment Communications from key leaders about the importance of change management Vision for the organizational change management capability Business rules, policies and procedures making change management a requirement Funding and resources for the change management capability project Leadership accessibility, decision making, and engagement with the project team working to deploy change management Questions to ask: How committed is leadership to organizational change management? What activities or messages is the leadership undertaking to communicate the value of change management and the effort to build an internal competency? Who is sponsoring change management deployment? If your organization scores low in the Leadership capability area, you should focus on this area first when building an organizational change capability. Capability area 2: application An organization that is mature in change management will apply a change management methodology and tools on projects and initiatives throughout the organization. Examples from the Application capability area include: A large percentage of projects applying change management Multiple parts of the organization (e.g., divisions, functions, units) applying change management Easily accessible tools for managing change Dedicated time and resources available to apply change management on projects When evaluating this area, remember to consider: Consistent change management methodology and tools Types of projects applying change management Change management practitioner availability for applying processes and tools on projects Budget and funding availability for change management on projects and initiatives Capability area 3: competencies Change management is ultimately implemented by employees, people managers, leaders, project teams and practitioners throughout the organization. The third capability area, Competencies, looks at the training and development of key roles and groups that must apply change management tools and principles. Evaluate whether and to what extent your organization has: Equipped and trained change management practitioners Delivered executive and senior leader training on change management and sponsorship Delivered training to people managers on coaching employees through change Trained employees on guiding themselves through change Delivered project team training on change management Demonstrated effectiveness of training programs for change management Offered continuing education opportunities in change management In addition to understanding who has been trained, be sure to understand whether these individuals have demonstrated competency in their change management roles. Capability area 4: standardization Standardization looks at the mechanisms and systems that can be used to institutionalize change management. By moving toward common and consistent application of a standard organizational approach, you increase the effectiveness of change management and create a common language around change. Examples of Standardization include: Adoption of a standard approach and methodology Provision of standard tools Establishment of complete change management training curriculum Structural elements (e.g., functional group, community of practice, networks) Integration with standard project delivery process Embedded change management in ongoing improvement systems Integration with "change-initiating" processes and systems (e.g., Six Sigma, strategic planning) Standardization enables effective change management to become an integral component of the way the organization introduces changes. It's important to think strategically about what will most successfully embed change management into your organization’s processes and structure. Capability area 5: socialization The fifth and final capability area, Socialization, focuses on building commitment and buy-in for change management at every level of the organization. Socialization includes understanding, appreciation and acknowledgement of the need to apply change management to change projects and initiatives in the organization. An organization with mature levels of Socialization should or may have: An executive charter for building change management capability Understanding of the value of change management Buy-in and support for applying change management A common and shared definition of change management Reinforcement for sustained change management application Cultural values related to managing the people side of change Evaluation of change management effectiveness Measure Change Management Maturity By measuring these five capability areas, you can begin to understand where your organization stands in terms of organizational change management capability. In addition to documenting your current level of maturity, we also recommend establishing a measure for your desired future state. With the current state and desired future state clearly defined, you can then build a roadmap to close the gap.