Change Management  Trends – Tony Dovale

Source: Prosci’s 2012 edition of Best Practices in Change Management

As the discipline of change management matures and becomes solidified in the business arena, the emerging trends captured in Prosci’s most recent benchmarking study should be like music to the ears of veteran change management practitioners.

Trend #1. Greater awareness of the need for and value of change management

Participants noted an increased level of acceptance of change management as a legitimate field. This increase was derived from greater value placed on change management and its contribution to the success of projects and initiatives. Along with greater acceptance, participants noted more legitimacy in terms of the practice and the competencies associated with change management.


Trend #2. Increased use of methodologies, tools and language

Participants observed an increase in the use of established methodologies and structures, including the development of in-house competencies. Along with the use of these established methodologies, participants identified an increase in the use of corresponding tools, technologies and common language.


Trend #3. More engagement and earlier integration with project management

Change management activities are being introduced earlier and more often into project management programs. Project managers are asking for change management support and resources throughout the project lifecycle.


Trend # 4. More resources and positions devoted to change management

Organizations are appropriating more resources, funding and time to change management activities, training, and tools. Organizations are establishing more internal positions dedicated to change management. Respondents noted that organizations tended to favor experience with change management over training and certification for change management positions.


Trend # 5. Greater demand for change management training and certification

Participants observed an increase in the demand for change management training and certification in established methodologies. Training for middle and upper management has increased as part of this increased demand. Respondents suggested that the increased acceptance of change management as an established competency contributed to the increase in demand and resources for change management training.


Trend # 6. Increased leadership support for change management

Leadership (upper and middle management) has increased acceptance and support of change management. Respondents noted that upper management was more apt to accept change management while middle management resisted slightly more. For both upper and middle management, there has been an increase in overall change management competencies.


Trend # 7. Underestimation and allocation of change management resources

While interest in utilization of change management has increased, some respondents observed underestimation of the work required and subsequent lack of resources and funding necessary for successful management of change. A lack of allocation of resources included funding (due to budgetary restraints), staffing, and most notably, allotted time for planning, integration, and execution of change management activities.


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Source: Prosci’s 2012 edition of Best Practices in Change Management