Name: How HR Leaders Are Building Organizational Change Capability
Uploaded: 2026-04-22T15:33:08.346Z
Duration: 57 min 36 s
Description: How HR Leaders Are Building Organizational Change Capability

Transcript for "How HR Leaders Are Building Organizational Change Capability": Hello, It was. amazing. I think it it helped. Did it help you to I think, we're we are live now, so we should be good to okay. We had a little bit of a false start, but we are live now. So hi, everyone. Thank you for joining today's webinar. Before we get started, there are just a few housekeeping items why folks are logging in and getting settled. So first off, on the right hand side of your screen, you'll see a menu with a few different tabs on it. And the first and the default is the chat window. So I see some of you logging in there. If you type in here, you'll be able to engage with everyone else who is on our session today. So So feel free to use that throughout the webinar to chat in your thoughts and insights. If you have a question for our panelists today, we're gonna ask you to use the q and a tab and not the chat tab to reach us. Using the q and a tab is going to let us queue your questions in a separate window and keep track of them throughout the session. We won't be able to keep track of what's happening in the chat just with so many folks on the line, so please do use the q and a if you've got questions. Closed captions and subtitles are available for today's webinar, so you can either enable those by clicking on the bottom right of the video player if you want closed captions or subtitling. And finally, we are recording today's webinar, so you'll receive an email with a link to access the on demand session within the next twenty four hours. And welcome. So I'd love to get that chat going. Let us know where you're joining in from today and, in particular, what brought you to today's session? Good to see. Alright. Before we dive in, let me take a moment to introduce Prosci, and then I will introduce myself and our panelists. So before we dive in, if you are newer to Prosci and our work in the world, I want you to understand not just what we do, but why it matters. Prosci has spent more than thirty years focused on a single question. Why do some organizations succeed at change while others struggle to deliver results? That question has driven decades of research, real world application, and a methodology now trusted by thousands of organizations worldwide. And what we've learned is that change doesn't fail because of bad, bad strategy or inadequate technology. It fails because people, as many of the folks on this call already know, are not prepared, equipped, or supported to move forward. People are not the barrier to transformation. They are the drivers of it, and that's the belief that sits at the center of everything that we do. We work with organizations in four primary ways through consulting. We bring hands on partnership to your most complex transformations, driving adoption, and delivering results that endure. Through training, we build change capability with your people and organization, those that are needed to deliver change consistently. And our subscriptions, apps, and tools, including platforms like Proxima and Kaya, give teams purpose built support, make adoption faster, easier, and more consistent. And our latest offering, membership, which I'm very excited about, gives practitioners and organizations on demand access to research tools, expert guidance, and a global peer community. So however you're engaging with us, the goal is the same, and that's to move from change activity to measurable outcomes and build the capability to do it again and again. And that's what we believe change done right looks like. These are just some of the organizations ProProSite partners with across industries, geographies, and transformation types. And you might not have heard of some of these, and some of them are are more well known names, but they are across industries globally, and they all have things in common. That is the outcome. That change gets adopted and results last. The Prose methodology gives us a proven blueprint, and how we apply it is always tailored to the organization, and you'll hear some of that today. We really tailor things to each organization's culture, their people, and their specific challenge. So, I'm sure some of what I've already said, folks know. If you're brand new to Prosci or if I've piqued your curiosity at all before we even get into today's webinar, we are gonna open up a poll. Organizations that get the people side of change right are significantly more likely to meet their objectives, which we'll talk about today. We would love to help all of you be one of these organizations. So we are opening a poll. You'll see that over next to the chat and the q and a up in the chat pane. If you would like someone from our team to reach out, just click over to the polls tab on the right side of your screen, select your response. You can do that now or at any point during today's webinar, but just wanted to put that out there on the top of the agenda. Alright. Well, let's get started. I'm very looking forward to, learning from everyone on the call today and also our panelists. So before we dive in, I'll quickly introduce myself and the rest of the folks that we'll be learning from today. So, again, my name is Laura McGahn. I am the chief people officer here at Prosci. And in my role, I lead our global people strategy and spend a lot of time working with teams and clients who are navigating constant overlapping change, exactly what we're gonna be talking about today. I will also share that my relationship with Prosci did not start as an employee. I was a Prosci client earlier in my career, both at UKG and at Bose in HR, where I experienced firsthand what it looks like to build change capability inside complex, fast moving organizations. And that client perspective really shapes how I think about HR's role in making change practical, scalable, and sustainable. I know I am in good company today with mostly HR audience who already knows a lot about people, change, and organizational success. And I am joined today by two amazing ProSight clients. Jennifer Maclay is an HR executive at GE Healthcare with over twenty years of experience leading organizational change, transformation, and talent strategy across complex global businesses. Jen is currently serving as the talent leader for US and Canada and recently in the company's transformation office where she helped establish change management standards, processes, and expectations to build enterprise wide change capability. Over the course of her career, she's led, a lot of great work and, is going to be joining us today. She is still coming online, however, so I'm not gonna bring her onto the stage yet. We're having a couple, technical challenges with Jen, but she will be here shortly. So on the stage, however, also is my other net guest, Nicoletta Plaslaru. Nicoletta is a professional with over fifteen years of experience in change management, HR strategy, leadership development. She's worked across four industries and in more than 10 cultures. And since 2019, she has been a part of NN Group HR team, where she is leading the strategic areas of change management and workforce transformation. Her expertise is in change management with a strong foundation in pro sci and systemic coaching, workforce transformation, leadership coaching, and capability building. And I am so delighted to be with both of them today. So while we wait for Jen, Nicoletta, you wanna come online and say hello? Thank you, Lauren. I'm very excited to be here. Looking forward to the conversations. Great. Well, thank you for joining us today. Well, before we go into the stories, let's do a little bit of level setting. So today's session is not about change management on a specific project. It really is about how HR creates value by helping organizations succeed through constant change. We're gonna talk a lot about the term change capability today, so let's align on what that actually means. So how others speak to this concept? You can just take a look at some of the voices on this slide with some of these quotes that I've pulled out. McKinsey, PWC, The Economist, academic researchers, Daryl Connor, they all use different labels, agility, resilience, adaptability, nimble execution. Many credible independent voices from academia to the boardroom, they're all describing organizational advantage. They're all describing the exact same need to perform while you adapt to internal and external opportunities and transform without losing momentum or burning people out. We'll build on this today and give this concept a single research backed name, change capability. So not just not the other labels are not wrong. I think you probably have your own words for this capability in your organization. But having a shared vocabulary, especially today, is gonna be the first step to building something you can actually measure, invest in, and scale. So I want you to think about something for a moment. How many changes is your organization navigating right now? Not sequentially, but all at once. Go ahead and drop those into the chat. I'm a little scared to see your your numbers. Too many to count. Yep. Yep. Many. 50 plus. Okay. These were the numbers I was anticipating. Yep. All at the same time over 50. Total change saturation. Tons. Yes. This is exactly what I was expecting. Oh, I love that, Katrina. Combo of planned and unplanned. Absolutely. And as many of you already know, what we're seeing right now is not isolated change. Right? It's constant. It's overlapping. It's accelerating. And organizations like your own are navigating things like I just picked a couple. Right? Geopolitical disruption, economic volatility, AI acceleration. I cannot get through this webinar without talking about AI. Workforce redesign. I think this audience in particular knows what the impact of AI is going to be on our workforce, how we get work done, and how we build cultures, sustainability pressure, all of these things all at the same time. And this level of continuous change has exposed the real constraint. It's not strategy. It's not ambition. It is our organization's capacity to thrive through change, and that's where change capability shows up. Strong change capability delivers faster speed to value. It lowers the cost and risk of change, and this really matters because it allows organizations to adapt without burning our people out. So here's the simple change. Stronger change capability drives better performance, and that creates competitive advantage. The differentiator is not changing perfectly, and I know many of you know that. Right? We do what we can, but it is being able to change repeatedly and still deliver results. I'm gonna go into just a touch of what the research tells us because it just made some claims, and it's helpful to know where those claims came from. Prosci, again, we've been doing research for over thirty years. So in the addition to the expertise I mentioned earlier represented by some of those quotes, Prosci's research has really covered the topic of enterprise change capability over the years and specifically about how change capability really gets built in organizations. And Nicoletta and Jen are both at different stages in their change capability journey, so we'll definitely be bringing this to life in our panel. This is the synthesis from our Pro Seize Best Practices in Change Management twelfth edition. What you'll see on this slide are the success factors, the challenges, and the lessons learned when it comes to successfully thriving through change. So in the first chart to the left here, you can see the factors contributing to change success. The biggest contributors are active and visible sponsorship, so that is our top leaders, a structured change management approach, and employee engagement in and participation. In the second chart in the middle here, you can see what gets in the way of change success. These top challenges are certainly gonna sound very familiar to this group, insufficient stakeholder engagement, lack of education or awareness of how and what to change, and leadership buy in, plus the cultural friction and resistance that shows up in those gaps persist. And then finally, in the third chart, when we ask change leaders, people actually driving the work, so change managers, leaders like yourselves, what they would do differently, the top answers are involving sponsors and key stakeholders earlier, better aligning change and project management, and educating and training leaders and managers on how to show up effectively through change. And I hope you're already resonating with the green boxes I've drawn here on each column as HR leaders. These are the areas that HR directly architects and influences and probably where we spend a lot of our time around leader expectations, ensuring accountability, manager enablement, communication, engagement, measurement of those things, our culture, and the systems that make change repeatable instead of heroic. So let me know if this is resonating here, in the chat as I go through some of the other research points. The next data point comes from a Prosai study called what executives think about change management's criticality to change success. So based on input from 302 senior leaders across c suite VPs and director roles, this is where that data comes from. And And what's striking here is how consistent the signal is. So eight in 10 executives rate change capability as critical or very critical around these types of decisions. And look at where they see it's most critical, talent management, the future of work, people centered organizations, and hybrid working. These are not side initiatives as we all know. These are why we're at the table more and more. These are what we directly lead. So from an executive's perspective, change capability is not viewed as a support function. It is seen as a core enabler of our organization's most strategic choices. So, again, this is why we're at the table. This is why we're being increasingly pulled into conversations earlier, not after the strategy is set, but how strategy succeeds. And I bet if we redid this study, we would see AI, augmented workforces, and everything that we are talking about today, come up on this study. And then finally, this data comes from that same executive study but highlights a different signal. What executives are telling us is that what's breaking most in their important initiatives isn't strategy or funding for the initiative. It's how people are communicating and collaborating through change. In fact, communication and collaboration failures are cited as the number one barrier to delivering value on transformations and change projects. And when we look at what they say, they need more of. It's not training or better tools. They're prioritizing the people side, the leadership support, the cross functional teamwork. And how they define success is real performance outcomes. So efficiency, effectiveness, and the organizational development, the change, and learning that their organization goes through, not just activity metrics. So the pattern's clear. When collaboration breaks, leaders have to enable it, and what they do, it shows up as organizational performance. So some really compelling research that sits behind a lot of this change capability work. Which brings us to the hard truth, and the research, you know, keeps reinforcing this, is that most organizations manage change project by project, or we try to. Very few are intentionally built to thrive through continuous change, and this distinction is what the conversation is really about. So as HR leaders, the question we need to sit with today is, is your organization built to absorb this level of change and keep performing? Or are you attempting to manage it one project at a time, maybe ignoring some of the the changes that are happening, trying to keep up? But that's what we're going to unpack together with research, with a practical framework, and with real stories from our two HR leaders who are doing this right now, again, at different points in their journey. So I do need to check to see if Jennifer has been able to join us, but, Nicoletta, we will start with you. Just figure out if she is here and able to join us on stage. I do wanna invite you into this conversation. So in one word, Nicoletta, how would you describe the pace and quantity of change in your organization right now? What were the drivers for your investment in building change capability, and why is change capability, this change muscle, you know, so important for your organization right now? I'll start with your first, question, Laura, and it's, the the volume of change is so big that it's really hard to squeeze it in into one word, but my word would be exponential. So, I'll I'll share a bit more of, why is that and also how are we managing this exponential volume of change. I'll, if you allow me, I'll start by sharing a bit about NN Group and the context, to answer your question, the context that determined us two years ago to start building change management capabilities. So in NN Group, we are an international financial services company providing insurance, pensions, banking, and investment services to million, millions of customers across, 10 countries in Europe and Japan. So in early twenty twenty four, two years ago, we launched our future ready program, which is designed to transform our company by, you know, AI, of course, but it's a lot about standardization and automation. And this transformation aims to improve, on the business side customer experiences and to drive growth, but it also requires a considerable transformation of how we cooperate between our countries and behavior. So, like, a big exponential, change. Now these two transformation, dimensions, one on the business side and in our behaviors, were actually a very strong business case for our senior, leaders and sponsors to start building change management at the enterprise level in a structured way. Needless to say that this program brought a lot of, investment, so we needed to secure that those investments are, lending. So one aspect of the transformation in particular requires even more change management capability, and maybe a lot of you in this call will recognize it, and that is, the new kid on the block, the AI adoption. And, basically, we are also responsible with change management to support in generating value from the from all these investments that are done. And in an end's case, for this future ready program that started two years ago, this is quite a very big focus. And I'm it's really, really nice to see that we in this current context, we see even more pull from the business currently for change management. We had to work a lot to get to this point to get pull, not push, but, I look forward to talk about it more today. And, Nicoletta, does your organization I know a lot of HR organizations use the word change management, and everybody says, yeah. I know what change management is. They have a full understanding. Is that the case in your your organization? Does your business talk about the words change management? Do they use a different word for it? Or how did you, how are you thinking about that? Two I remember, Laura, one year and a half ago, I was having the first conversations with our leaders that, you know, we are going to do change management. And they looked at me, and they were like, but, Nicoletta, what are you talking about? We already do change management. It's true because I was talking the language of I really talk a lot the language of pro side, change management, the people side, bring people along. But in fact, the business was already doing change management in their language because it's you know, you look at your business portfolio, and it's the run and the change. So we really need needed to work to shift the the language in change management means the people side of change as well. Yeah. So, two years fast forward, majority because we invested a lot of, money in, and time into building this common language, we are, speaking the, people change management language. Majority of our senior leaders, project managers, HR, because it's not an HR business only. Yeah. I'm seeing a lot of can. say for sure. Other things in the chat around what is the language, and I do believe finding the language that works for your organization is a very powerful driver. And, you know, just we'll talk a lot about common language today, but, finding the the words that work for you is definitely one of the best enablers. Yeah. We started about, encouraging people. So, we have a new word, Like, how do we help people to adopt changes and, for us to have a return on investment. So that is what change management means to us, two years in the journey. Great. I am just checking my notes to see if Jen is online and able to join us today. I know she's having some troubleshooting. So she's getting another computer, so we might just need to roll with the flow a little bit here. I'm gonna go ahead and give her another couple minutes to be able to get online. She's got a really exciting story to share with you all. So we'll weave her in when she, gets another computer and gets up and running. So I'll keep going with the framework, and then we'll come back to Jen when she gets online. Alright. So before we get into the stories and get Jen's initial story about what's, going on and what the organization is that she worked for, I'm gonna frame up a new nine box for all of us to use. And I know everyone says, oh, a nine box. But, actually, we know how to work a nine box in HR. So this is the HR enterprise change capability nine box, and this is a tool that you can use to translate decades of change research and our lived experience into a practical operating system that HR can use to drive enterprise performance. So I'm gonna walk you quickly through the two axes, and then we'll get into our panel to bring this to life. So across the top, when organizations perform through disruption, we consistently see three things working together, people, leadership, and systems. People and teams who are ready for change. They share a common language and are actively engaged in skill building and sense making in their daily flow of work. They know what is changing, why it matters, and how to contribute. Change isn't an abstract. It's understandable and actionable. That's what happens in the people column. In leaders, leaders understand their role. They're actively sponsoring specific changes and overall modeling critical organizational behaviors such as curiosity, learning, and refinement of priorities. And systems, the third column, is what makes change repeatable. Change is executed through a repeatable common approach. Success is measured, reinforced, and carried forward, and lessons learned don't disappear after the project ends. Now this is where we come in, HR. To deliver change capability at scale, HR must work across people, leadership, and systems. We don't have to do everything, but there are three specific areas where we can distinctly add the most value on three specific levers of expectation, enablement, and engagement. So you saw some of this in the research, and you probably know a lot of this from your own time in HR. So expectation is where we define what good looks like across culture, with our leaders, and on change initiatives. So we have to make this consequential. If there's no standard expectation, no accountability, capability truly stays optional. So enablement is where HR can equip leaders, managers, and teams with usable capability. So I saw that word enablement in the chat earlier. Change enablement. This is language you all already know very well, and that is a huge part of this. This. So it's not just awareness. Yes. Alright. I'm getting a note that Jen has joined. I will finish with this. Okay. So enablement's where HR leaders can equip leaders, managers, and teams, not just awareness, but real tools and skills that they can apply to accelerate impact and adoption in their daily work. And engagement is how HR ensures that the ability to thrive through change is a true organizational capability. So HR can help teams make sense of all of the changes that are occurring, the hundreds of changes that are occurring as you all pointed out, sustain the learning that is happening, the attention of people, and action over time so that capability keeps building and the organization keeps listening to what's working and where course corrections are needed. So there's way more to this model than we have time for on this webinar, so I'm really gonna invite our panelists back in to help bring this to life. So we're still having a little bit of a technical challenge with Jen. She's working on audio issues, but we're gonna catch her up to speed, as we get through this. So as we kind of catch her up to speed here, Nicoletta, we're just gonna keep you on stage, and we will, bring Jen back in as as she gets here. So, let's go let's go into this. So across people, leadership, and systems, what are some of the actions that you have taken that have created really a lot of momentum and results for for your business? You're farther along than Jen on this journey. So, you know, what's what's working from you? First of all, I do recognize, many, many elements of the nine box. It's first time that I see it like that as well is very interesting for me. And realizing, looking backwards, that we were kind of ticking some of the boxes, and allow me to share, a few of the things that we've been doing that matches your nine box, Laura. So, indeed, our journey to build capability for change management started two years ago. So when we started with some quick assessments that we did, we realized very early that there was no way that we could match the volume and complexity of transformation going on with the existing capacity to manage change within HR department. So we we had to get, creative quite quickly. We still experiment on the way, even today, but I'd say in in in most part of the organization, we are at the stage that I call end of teenage years, approaching adult phase of change management maturity in our capability. And whoever has teenagers knows that they can be quite, unstable and, you know, resisting standards. But in the last two years, we have mostly focused on, three main, areas. One of them is, you mentioned it in your, in your, in your one of your nine boxes, Laura. It's about the fact that we started we didn't start anything before we build strong sponsorship for doing change management at top senior level. So we really focused a lot on creating, sponsorship for even doing change management. And I'm talking, senior, CEOs and, yeah, board members of the countries. Currently, I will mention how how we did that. Currently, where we are is that the biggest majority of our leaders, HR and change men portfolio managers and project managers, they do speak the language of the people side of change. Mhmm. We do talk. We do talk is there awareness? Is there desire? Do we need to build knowledge? So we do have this simple language, to to look at the people side of change. And how we achieve this common language is, first, by training them in ProSci methodology. We partner very nicely with, with with with you in ProSci to, train over 50% of our entire, management population in the company as well specialists that we knew would be much closer to the, aspects of this transformation we were going on. So this is number one. And secondly, we embedded change management practices into the business planning cycle, and this is where things get very real. Which by while while I mentioned this, it leads me to the second focus area we had. So first was sponsorship, and the second one was make change management a business topic, not an HR job. And I know we are here at HR, and it's about, you know, building capability in HR. But, the and not but. As the change is progressively increasing, and we see it more and more, we saw it in the chat, everybody experiences high level of change, we we realized that it's not an HR party. So, the way we did that to kind of make it a business interest and a business topic was to embed a way of working from the very beginning, of our journey. And this way of working is what I like to call the holy triangle. It's not a it's a so this holy triangle is actually, the PCT triangle of Prosci, which basically, says, and we strongly believe in it and we see it in reality, that change happens or you get value from change if leaders at the top are leading the change. You work with project managers who know the details of what is happening, when it's happening, but you also add change management corner. So we we had HR colleagues, communications, training, and few change managers working in this holy triangle. How that shows in practice? For example, this quarter, in 2026, we recently introduced for the first time something that is called change complexity score. It's actually a very simple criteria. We applied we applied to the business portfolio. So it's not an HR view. We we just look at the whole list of projects that are going on in the company, both run and change. And we assess, basically, with this simple criteria, what is the dependency on people to deliver value and return on investments. And this evaluation was done in the Holy Triangle and, basically, generates quite early on, a common understanding of the adoption capacity of the organization, which is mostly the biggest underlooked aspect in change management. We are so good at putting, project timelines and looking at the capacity of the project delivery teams, but not as much on the adoption capacity of the organization. So this assessment, basically, helped us to reveal the numbers. Business also likes numbers. So it helped us very much to look at from, let's say, a 100 projects, how many have a high dependency on people. So we got the percentage, and then, of course, you need to make choices, and, change management plans, ad card plans are creating accordingly. Now, what we see is that still the volume of change projects is much higher than the capacity and number of change managers we have, which in fact is not so many. But, by doing this exercise in the holy triangle, we also see that the this capability and ownership starts to spread to project managers, to agile team, agile coaches. So it's it's not a lonely HR party, how I'd like to call it. What I what I just shared is linked to, doing project management for projects change management for projects. But as you rightfully mentioned in the beginning of the webinar, and we also experienced it because my word was exponential to describe the rhythm of change, it's not enough to just look at projects. Yeah? So doing change management only for this selected prod project is really, from an employee perspective, not meeting the the not reflecting the the volume of changes landing on particular segments of employees. We call them impacted groups, in Prosci, and that is also a language we adopted, in NN. Therefore, my last, focus area that I would like to mention with you, the third and the last one, is something that we introduced also, recently, which is called the heartbeat. Let me try to explain it. So think of, try to now think of the technology, department in your company. They are most probably very busy developing solutions, but they also themselves probably need to adopt new AI tools in the way they do their job. They need to build new skills or new ways of working into how they perform their work. So, the heartbeat exercise is basically mapping, not on a project level, but on a one year horizon, what changes are impacting the technology department, how big are the changes, and when are they happening. And this mapping really looks like an EKG. It looks like a heartbeat. I I really love this term because it basically speaks about, business change. Okay. Okay. It's a lot, but AI is in the hands of adoption from a people's side. All the changes that we are bringing are nothing without people actually changing accordingly. So, again, this EKG was performed in most cases in this holy triangle. So once mapped, AdGuard change management plans are created, and we do quarterly tracking on progress on this, AdGuard. Yeah. Looking at all the plans that we are making. So, we are still experimenting with how we manage the heartbeats for our employees. But now because I'm talking to HR, what I what I really see happening is that this is an extremely useful tool for HR business partners. Because by doing this assessment with their leaders and by knowing what are all the changes coming in the skills, in the in the in the in the in the peaks, in the highs, in the lows, she can the the business partner can really partner with the with the leaders in helping them to lead their teams through these constant changes. So, yeah, if I am to sum up, after two years on this journey, our we have a one very big learning. That might be just us, but in an exponential change, environment, you really can't resource change management. It's impossible. You really have to build it, into how the business runs. So in our case, just to summarize, number one, we did that by creating strong, senior sponsorship. Number two, by making change a shared business topic, not an HR party through this, holy triangle. And number three, by adding some practical tools, like the change complexity score and the heartbeat that we are managing with, ad car plans and with with, a lot of the Prosci tools. So we basically move from managing few projects to, helping leaders and and teams navigate changes at constant. We are still learning and improving, but the direction is really clear, and this is a key message that I would like to, to share that, sustainable, transformation really comes when change capability becomes a core organizational muscle, exactly what you said, and it's not just an, HR add on, an HR Nice. Yeah. You you summed it up. I was gonna say I heard a lot in. that, and I saw a lot in the chat with some things that were really resonating with folks. So creating that common language. I saw some chats as well around what happens after training. So what I loved is you were talking about very specifically getting into putting it into the rhythm of the business. So actually using a common methodology, everything that you trained folks on, bringing it into their day to day jobs to actually activate it. So, how HR shows up as a coach for leaders, asks the right questions about change saturation, looks at the portfolio of changes that everybody is managing. So really getting really across all three of, our all nine areas of the nine box, for sure. So I think Jennifer is still having issues getting in. So, we'll we might have to have a whole another webinar with Jennifer's story, because we are able to get her audio on. So, Jennifer, what we're gonna do around two with you so we can share how GE Healthcare is activating this as well. Nicoletta and I will will fill in all the blanks on some of the things. I was looking forward. to hearing from Jennifer. So I know there's some disappointment in the chat, but we will get Jennifer back. Not to worry. We'll do this on on round two. When you talk about, working with leaders and kind of embedding it into their rhythm of the business, how did leaders and managers how did they not feel like this was extra work? You know, sometimes I think people say, you know, change management is going to slow us down a little bit, and, you know, this feels too cumbersome. It feels like it's too much. How did you address that with some of your leaders and, really help them understand this wasn't just something in addition to their jobs, but it actually was their jobs, if you will? I might, repeat myself, but if I reflect, back early on, we I think what was very useful, Laura was to do assessments together with the business. So before we actually starting doing change management activities, we set with the business at CEO level and CHROs. So they basically state, we used a lot of the, tools of Prosci, like analyzing the risk, how big of a people risk, all other transformation is, what is what is really changing for people, what is currently the awareness and desire of everyone. So but we did it not in the change management language because that would scare them away. We kind of, you know, just had an intake, with them, and it was very quickly that the numbers showed red in risk and very low desire from people or awareness. So I I remember our I really appreciate him for that. I remember our CEO saying, I finally get it, what change management is. I finally get it. I this makes so much sense. You know? When you talk Adkar and you talk, people are, they don't wanna do it yet. So, how how do we actually, how do we actually prepare them to adopt all the changes? So what I'm saying is that we used numbers. We didn't do it in HR behind the doors using some shady tools, that we had. We set at the table with the business very early on, and then that's how the desire was built for them to actually, put investments behind training and a team of change managers, but also to take the leading role for change. Because it was, very early on that we we, secured, understanding of the roles of sponsors of change that they have by training all our board members in, the sponsor briefing, sessions. And those were landing very, very nicely. And from there, it was much easier to deploy. Yeah. Talking in the business, language, not in HR language, I think as many of us already know, that is definitely where to start, but it's also what does effective change capability deliver. Like you said, it is way more than just engagement and saturation and retention, which we all know we can impact those quite well with the management of change. It really is about business performance and competitive advantage. So, and, yeah, Liam, I'm seeing your chat there. People depend on ROI. So one of my favorite sayings as well is, you know, how much of this project or this portfolio of projects, how much of the value is dependent on people's adoption and utilization of the success. Right? That's really what we're trying to get at here, as we're making the changes. And they can be the big ones, they can be the little ones, but that really is about the the change capability and our ability to deal with, say deal with because that's what it feels like sometimes, the avalanche of changes coming our way, the little ones that we're just doing with our managers, you know, every day and just how we work as well as the the much larger ones as well. Great. So let's, we'll actually have a little bit of time more for q and a. So, and I see lots of questions coming in here, so we'll definitely get into some of those. And, again, I am gonna have to do another round, but Jennifer's story is here. So, hopefully, y'all will come back, to hear some of that. So change capability, and I think, Nicoletta, you also talked about mindset shift, especially when you're you're up with the board and the leaders. This really is about building change capability, this ongoing muscle. It's not just about the project anymore, and it is a big mindset shift. But it is also something it's a very tangible system that HR can create and fuel and sustain. It's designable. And it's really built through everyday decisions, right, about people understand the changes that are happening, how our leaders are showing up, and how the organization is reinforcing what matters. So thank you for share for for being on stage this entire time, Nicoletta, and sharing all of your stories. We'll definitely, I'll I'll help you out with some of the questions as well, pulling from some of my expertise as well. And I will share also just, the the full nine box since we do have a little bit of time here. And, really, there's a lot more to this. There is, two key action items in each area of the nine box, and y'all, will get the recording so you can dive into this a little bit more. But this does give you a practical way to look at where your organization is strong and where it's under investing perhaps. And you can look across people, leadership, and systems. So for HR teams that are investing heavily, for instance, in change methodology. So maybe you have a PMO. You have a robust project management office that has adopted change methodology and you're doing that, that's over the enablement and systems column, maybe that's not where your focus is. Where your focus might need to be is in cultural design. So as you're onboarding talent, as you are looking for, folks who are going to have change agility as part of their, expectation when they're coming into your organization, maybe that's an area that you need to focus a little bit more on. We've talked a lot today about common language. So, Nicoletta, you did a great job kind of introducing some of the ProSight common language and also your specific company's common language. So the heartbeat. I bet when you say that, everybody knows what the heartbeat is. If you're a ProSight client or if you're in ProSight, you know what ADKAR is. Those common language moments can certainly speed up change and create that common understanding so you can actually move faster through where change friction is occurring. So let's see. I know we don't have tons of time to go into this, but why don't we, get some questions out here. And as you're you're looking at this today and if you don't have questions, maybe you're doing a a self assessment real quick, you know, kinda red, yellow, green across the nine box around what might be an area that you might wanna look into. Alright. Let me go over to q and a and see what, what are some of these. Okay. What is your Tusha, I believe I'm pronouncing that correct. What is your recommendation in the structure of projects when you have enterprise project managers in the systems department, no PMO, and then change leads that fall under VP of growth for for the companies. Lots of overlap, no structure. How would you tackle this? I I I think this is a good question because change management does not just live in one area. It's not HR's job alone. It's not the PMO's job alone. It is not your technology department's job alone. Nicoletta, anything coming to mind for you on, you know, how you aligned the various folks across your organization to get on the same page? I think I I call it wholly, the trend, because I really I really found it wholly. So I think it's very important to to have the people at the table, the ones that are most interested in being successful, the ones that are most interested in getting value. And it's not always the the project management, part or the change management. We might want to do it a lot, but people do not listen to us also according to Prosci Research, and I can definitely see that. They they really wanna hear from their leaders. So, first of all, it's what I experienced is, really getting the right people at the table, all looking at how does success look like and what do we wanna achieve. And then, basically, you get creative from then onwards. Because what I experienced is that there are already people who have, the the project management responsibility. They are the ones together with the in the Steel Coast or in the big projects. They are talking about what are we doing, how is the progress, give me the updates, how much money are we spending, so the regular project management axis. But, what I see right now is that wherever we do not have change managers, because that is not the case, we out of the, 10 countries and nine that I am particularly working with, we only have change managers in three of the biggest countries. The others had to get very creative. So we see in some countries that it's taking the ownership is taken by the portfolio manager, who basically also wants to be successful. And he's the one closest to the POs, to the the the business owners, so they have a lot of influence. Or we see that the agile coaches started to, to do that. In all their, agile events, they they just embed change management because it makes a lot of sense to to, to put the rhythm of the project with the rhythm of when do we need to communicate, when do we need to train. So I would say we need to keep it simple. If I can give all of us an advice, we don't wanna force, you know, a lot of jargon and language because they run away. So the this Tamil language that you are talking about, I find it very easy to talk about. We need to add people. Do you want a return on investment? We need to add. Okay. Let's talk. It doesn't seem that complicated, Nico. So all the other tools that change managers have, it's good to keep them a bit in the background and then, you know, support the business by all means. And it's not always perfect. And going back to the question, it is start small. When do we need to communicate? Who communicates? When do we need to train? What is the training? And then it starts to build from there, especially if you don't have an owner that manages change. Nice. Yeah. A lot of the questions I'm seeing here are asking around how is change changing, especially AI landscape, especially as we're seeing those, accelerating overlapping. And so what we are seeing at Prosci is, yes, there are still very good examples of where you have discrete project that have a beginning, middle, and end and would benefit from a very clean project focused methodology, where you are truly there is a current state, there is a future state. So thinking through an HR, and, again, the the cycle time, it might be a lot shorter than maybe we've had luxury for in the past. So this could be the deploy integration of an m and a merger or an acquisition. This could be the implementation of a new HCM system. This could be, the rollout of a new performance management tool. This could be a new stock equity option package rates and things that are much more discreet where you need to bring together project management, leadership, and change management. You're defining what the real outcomes are of that project. What we're seeing with AI, what we're seeing with the rapid pace of change and some of these bigger, broader you know, how do you manage our portfolio of changes that is quite complex, is that you need to get more into this change capability muscle. So today's webinar is just on kind of the HR lens on what that change capability muscle, how we can help build it as HR regardless of if we own you know, HR owns, change managers, change management or not. But there are things that we need to do across people, leadership, and systems to really make this not just project dependent. This really has to be how we operate. So for the full life cycle of, how we bring employees in, how we develop our leaders, how we support our leaders, and then, yes, measurement is a real thing. So, again, speaking in the language of the business, what are we delivering? What does change capability deliver? What does change management on a project deliver? These are things that we can measure. There was another question in here, and, Nicoletta, maybe I'll ask you to explain it in your language. How do you help people understand what the project the people dependency of a project is? How do you actually assess how much of a project's ROI is dependent on on people? Can you give us some examples or conversations that you've had with leaders, to try and understand why people matter so much in the transformations that you're driving? It it helps very much if you walk your leaders down the memory path of failed and dead projects. And it's do a bit of a retrospective and basically asking them, can you remember a project that didn't deliver on time or on full? So once you dig in a bit in there, they start realizing that is because we didn't keep look into the people side of change. We left the training a week before, and then no wonder we were six months delayed. So it's quite simple, in some cases, to do that. I, I also had a similar approach, in working in some of my other organizations. It certainly, elevates the desire, especially for senior leaders remembering how painful that was and how much money, right, was wasted on on large initiatives that did not deliver ROI. So, yeah, that's a very, very helpful tip. And I think, if I may, I would add another tip. You've had if you have sales in your company, they are the ones who are so competitive usually by by profile, by by personality. And, one of our first success stories with change management and seeing business results was actually with the sales leader who grabbed it very quickly and said, I can get my sales network to use much more of this digital tool that I'm bringing them. So he would he saw within three months a a really jump in, in usage of, the tool, and then he now becomes an ambassador. I find it more difficult with technology. In the beginning, it takes a bit while to warm them up, but with the sales, leaders, it works, much bigger. Just as a tip. Great tip. No. We love the tips. Alright. Well, we are coming to the end of today's session. So I would love to see in the chat. Your questions have been great. Great suggestion to maybe record Jennifer's, story and send that out to you all. I love that idea. So thank you so much. Just drop in the chat. I would love to hear, you know, especially as you're looking at this nine box. Are there any areas for you that you're saying, okay. That's probably an area I need to look into or any areas that you're saying, you know what? We've got this covered. My nine box is looking pretty pretty green right now. So, yeah, what were your biggest takeaways? I'd love to to hear just in the chat as we close out today. And, just real quick, I spoke earlier about new community. And a quick plug that in May, our community members are gonna get an exclusive access to a series that we're building specifically around building and measuring change capabilities. So this is gonna have a live workshop, some weekly discussions, on demand resources, and a great place for, folks here who are are curious about this, whether or not you are purely doing change management or you are an HR business partner or a talent acquisition leader, and you just wanna be in the conversation around what it means to build change capability. So it's a great place for you. So if you're not a member, you can definitely check this out at prose.com/membership. And so with that, yes, we have come to the end of our time. So thank you again. Nicoletta, thank you for carrying the panel today. We will, It's a pleasure. Jen. Thank you so much. So for everyone, if you're thinking about maturing your orgs change capability, we're definitely ready to have that conversation. I am personally open to speaking with any of you. We have definitely helped tons of hundreds of orgs, build lasting change capability, and I'd love to help you do the same, especially if you're leading an HR function, something I am incredibly passionate about. So please be in touch. Let us know. You can, click on the poll, send us a question, if you would like. Scan the QR code, and we are happy to to connect with you. Thank you all. It is great to see you. Lots of familiar faces and names. Thank you for all your questions. Have a great rest of your day. Take care.