Change Management is Like Growing a Garden

As urban gardening continues to grow in popularity, people have become increasingly creative in how they leverage outdoor spaces. I've attempted to grow vegetable gardens for the better part of the last decade and I’ve learned many lessons the hard way. Each new growing season provides a unique set of challenges and countless opportunities to further cultivate my skills. As I’ve dug deeper into the disciplines of both gardening and organizational change, the parallels seem more apparent with each passing year. 

“This has been really informative, but my plate is really full, and I need to get back to the office and get some things done.”

This was a Chief Marketing Officer’s response at the end of a day-long leadership meeting on the fundamentals of change management. Worse, she brought it up in response to how the team would implement what they had learned during the meeting.

Many industry-leading organizations are building change competency and solidifying their change management approach with the support of a Prosci license. Why do they choose Prosci? Read on for real-world examples from Prosci license holders.

Building an enterprise change capability is tricky business. One of the many challenges leaders on this journey face is how to measure progress. Nearly two decades of research on the people side of change provide the foundations for Prosci’s Change Management Maturity Model.

This research-based framework offers a measuring stick for organizational change management progress. This article examines the different aspects of the change management maturity framework and offers insights into how the maturity framework can be used to drive improvement in organizational change capability.

Outlined using Prosci’s two decades of research in change management, the following capability areas segment an organization’s change management maturity so that you can more easily assess the competency level of your organization. Find out where your organization stands.