Prosci developed the Change Management Maturity Model™ in 2004 following a study with over 150 organizations. Unlike process-oriented maturity models, the Change Management Maturity Model describes different levels of organizational maturity related to managing the people side of change on projects and initiatives. In 2012, Prosci has developed and released a Change Management Maturity Model Audit - building out the initial framework with Capability Areas describing five dimensions of maturity and specific observable factors that constitute organizational maturity.
This tutorial, module 4 in the current series on institutionalizing change management, presents the Prosci Change Management Maturity Model and the new web-based self assessment for determining your organizational maturity level in change management. Learn more or purchase an audit for your or your client's organization.
The Change Management Maturity Model presents five levels of organizational maturity in change management:
The table below provides expanded descriptions of how change management is perceived, when change management is applied and who is practicing change management for each of the five levels.
Level 1: Absent or Ad hoc
Level 2: Isolated Projects
Level 3: Multiple Projects
Level 4: Organizational Standards
Level 5: Organizational Competency
As an organization moves up the levels in the Change Management Maturity Model, change management can be found on more projects and initiatives and in more parts of the organization. Participation in change management is found more broadly throughout the organization, and employees begin to internalize their role in making change successful based on their relationship to change. Steps are taken to embed and integrate change management into more functions in the organization. Ultimately, projects and initiatives are more successful, realizing benefits and achieving desired outcomes.
As part of the build out of the Change Management Maturity Model in 2012, Prosci reviewed the research and extensive client experiences to identify dimensions of maturity. The result of the analysis was five Capability Areas - attributes of how change management occurs within an organization that expand on the five levels. These Capability Areas are:
Capability Area 1: Leadership - Not general leadership, but leadership support specifically for applying change management on efforts in the organization. Examples from the leadership capability area:
Capability Area 2: Application - Use of change management processes and tools on projects and initiatives. Examples from the application capability area:
Capability Area 3: Competencies - Competency and skill-building for "leading change" throughout the organization, based on employees' relationship to change. Example from the competencies capability area:
Capability Area 4: Standardization - Move toward common and consistent application of an organizational standard approach to change management. Examples from the standardization capability area:
Capability Area 5: Socialization - Understanding, appreciation and acknowledgement of the necessity of change management on efforts in the organization. Examples from the socialization capability area:
The Change Management Maturity Model Audit is completed by evaluating 50 specific, observable factors using a rubric scoring system. For each of the 50 factors, users are presented with descriptions of a Level 1, Level 2, Level 3, Level 4 and Level 5 organization. By selecting the description that best matches the organization, users build out a more sophisticated and complete view of organizational change management maturity. Below are two examples of the rubric scoring used for the 50 factors that make up the Change Management Maturity Model Audit:
Capability Area 1: Leadership
Factor 1: Adequate sponsorship for building change management capabilities and competencies
Capability Area 4: Standardization
Factor 4.1: Adoption of a standard approach to change management
Change Management Maturity Model Audit Outputs
There are three outputs generated by the Prosci Change Management Maturity Model Audit:
The Prosci Change Management Maturity Model is an invaluable addition to the toolbox for change leaders looking to add flexibility and durability as a core competency of their organization. The audit and the results are valuable in a number of different capacities in the effort to deploy change management more broadly throughout an organization:
The Prosci ECM Boot Camp (one-day workshop) and the Prosci ECM Roadmap (online instructional tool) give you step-by-step instructions and additional tools and templates for creating your customized strategies and plans for institutionalizing change management and building organizational capabilities and competencies.
Tim Creasey is Prosci’s Chief Innovation Officer and a globally recognized leader in change management. His work forms the foundation of the largest body of knowledge in the world on managing the people side of change to deliver organizational results.