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Applying The Project Change Triangle Model   In 2006, Prosci released a model to enable its change practitioners to take the pulse across a set of indicators to give a broad sense of whether an organisation was headed for success in each change project. At that time called the Project Change Triangle, the PCT Model quickly became one of the “most reached for” tools in the Prosci change practitioner’s toolkit; a simple and easy to understand scoring framework, which gave us practitioners a health check, or pulse check, on a change project with results utilising a familiar traffic-light red-amber-green output.   We found the PCT Model quick to use once we became accustomed to it. Having trained thousands of change practitioners, my experience was that the PCT Model, taught on day one of the Prosci three-day certification programme, was invariably the moment when student practitioners ...

Nexum is on a journey of change, and we can’t wait to have you on board.   Following our merger with proacteur in 2019 and then CMC Partnership Global in 2022, we’re excited to announce that Prosci has acquired Nexum to become Prosci Europe. With this move, we bring you closer to Prosci’s holistic change management solutions and a global network of change practitioners that drive Prosci’s best-practices research.    Our new European organisation, soon to operate under the Prosci Europe name, will help us become a stronger entity, expanding our geographical reach, enhancing our market knowledge, and deepening our people's expertise.   Prosci and Nexum share the same commitment to helping individuals and organisations build their change capabilities so they can succeed at change. Our clients will continue to work with the people they know and trust whilst having closer access to ...

Executive Summary Dive into a compelling real-life example that showcases how to drive a large-scale transformation, simultaneously generating quick wins and setting the groundwork for deep-seated, sustainable change. Learn about the different layers of a balanced and holistic CM strategy. This case study provides timely insight into how one large medical organisation is transforming its (infra)structure, processes, and day-to-day operations to become a next-generation entity within its sector.  Highlights: How would you handle a large-scale transformation? This project will impact 4500 people, with more than 150 projects rolled out over five years. The journey begins with no preexisting CM resources. Please keep in mind that this transformation is still ongoing.  NEXUM is building Change Management organisational capabilities from the ground up. We are taking it from ‘ground zero’ all the way up with a comprehensive strategy that focuses on establishing robust internal governance ...

Let's understand why comparing your change initiative, release or project, to industry Best Practices regularly throughout the life-cycle, can help to improve the likelihood of the success of that change. "Best Practices". If the objective of effective change management is to ultimately improve the amount of usage and proficient adoption of the the new capabilities in a change project, then surely it makes sense to learn from others if there are specific areas to focus on.  Better, more effective change management delivers better results. Through its research of more than 6, 300 projects conducted globally over the last 20 years Prosci has accumulated and documented a wealth of Change Management Best Practices. From its analysis of all this change project data Prosci has identified 7 key contributors to change success and has broken down and documented the best practice actions behind each. Regular comparison of your project's alignment or lack of alignment with each of these ...

EXECUTIVE SUMMARY Why should I read? To get an inside look into how important managerial support/coaching is for promoting an environment conducive to change. You will also find a set of good practices that can deliver fast and impactful results, even in the most challenging contexts (overlapping changes or significant resistance). Highlights: - A high-impact transformation (processes, tools, roles, hierarchical structure) whose success depends on the ability of a team challenged by economic restructuring and management turnover to regroup and reengage.  - An action plan that uses managerial empowerment to (re)build a collaborative force and working environment more open to change. - A 3-step approach: (1) Audit and individual interviews, (2) Restitution/confrontation and identification of "quick wins" actions, (3) Facilitation of two workshops: "Team cohesion and alignment with the mission" and "Relationships with stakeholders". - Takeaways: Managerial coaching activities and support helped mitigate resistance ...

Seasons Greetings from Nexum and CMC Partnership Global To wish you Seasons Greetings wherever you are in the world, and celebrate the new partnership between Nexum and CMC, we’ve decided to plant some trees across the globe. We’ve chosen to back Treedom who have been responsible for planting over 3 million native trees in Africa, South America and Italy since 2010 to support the development of sustainable agroforestry systems and have an impact on CO2 absorption. Whichever CMC or Nexum territory you’re in … Belgium, Denmark, France, Ireland, Italy, Luxembourg, Morocco, Norway, Sweden, Switzerland, Singapore, South Africa, Tunisia or the UK … there’s probably a Treedom project that is dear to your heart. How are you helping increase our contribution? Well, every time the short message you’re now reading is viewed, more trees will be planted. It’s as simple as that.  The best things are, aren’t they? ...

If change were easy to define and prepare for, we would know. Organisations would all be thriving; resistance wouldn't be a thing. But this is where it gets hot and blurry: leaders and managers don't always have a clear understanding of the intricacies of their change project and its tangible impacts on people's working routines. Yet, change starts where it always does: with the people. It finds fertile ground for growth depending on how confident and prepared they feel about moving forward. And it fails or succeeds depending on how many of them adopt and use the solution with proficiency.   Don't leave the change to chance. Bring change impact into focus and empower the people. NEXUM guides you through the exercise, from the definitional challenges to the ten aspects you should consider to kickstart your CM efforts.  Individual change makes organisational change What's in a ...

We are pleased to announce that Nexum Group has acquired 100% of the shareholding in CMC Global Group ltd to form a new joint organisation.  This venture will bring together Proci’s two highest performing Affiliates. The company will continue to provide change management training, support, and consultancy services, helping individuals and client organisations build effective change capability.    Caroline Mørck Jensen, CEO of Nexum, speaks of the natural partnership between the two organisations:   “As major Prosci partners, Nexum and CMC have been in dialogue for many years, and we realised we were both keen to work together in a closer way. So, this acquisition is a natural next step in our relationship. By joining forces, we are in an even stronger position to serve our local and global clients, leveraging on the talents and working practices of two exceptional organisations.”  ...

The 10 best Change Management resources in August 2022 This is a collection of our 10 favourite change management articles posted in August 2022. I hope that they serve as a useful resource for those interested in my passion, change management.    So, in no particular order, let's get started… 1. DEBORAH ROWLAND, NICOLE BRAUCKMANN & MICHAEL THORLEY. How to Get Your Team on Board with a Major Change This article posted on Harvard Business Review by Deborah Rowland (on the 2021 HR Most Influential Thinker list), Nicole Braukmann and Michael Thorley is about how to get your team on board with a major change. The authors state that most change management has shifted from a simplistic, top-down, "create a vision, change the structure, roll out the new program, and get buy-in" approach to more emergent, empowered, and purpose-led approaches. But leading big, complex change is still a struggle ...