Prosci Change Management for Product Managers

8 min readAug 2, 2024

How can Product Managers (PMs) ensure their innovative ideas don’t falter in the face of organizational resistance and stakeholder inertia? For PMs, who are at the forefront of driving product innovation and adoption, mastering change management is crucial. One of the most renowned methodologies in this field is Prosci Change Management. This article talks about the history and origins of Prosci, its importance for PMs, lessons PMs can glean from it, real-life application examples, and the pros and cons of this methodology.

History and Origin of Prosci

Prosci, an abbreviation for “Professional Science,” was founded in 1994 by Jeff Hiatt. The company began with a focus on business process reengineering but soon identified a significant gap in change management. Hiatt’s research led to the development of the ADKAR model, which became the cornerstone of Prosci’s methodology. ADKAR stands for Awareness, Desire, Knowledge, Ability, and Reinforcement, and it provides a structured approach to managing individual and organizational change.

The development of the ADKAR model was based on extensive research involving thousands of organizations. Hiatt aimed to create a simple yet effective model that could be applied universally across different industries and scales of change. The model’s success and widespread adoption underscore its effectiveness and adaptability.

ange. The model’s success and widespread adoption underscore its effectiveness and adaptability.

Why Prosci Change Management is Crucial for Product Managers

Product Managers are responsible for guiding products from conception to market success. This involves not only technical and market challenges but also managing the human aspect of change. Here’s why Prosci is essential for PMs:

Structured Approach: Prosci provides a clear framework that PMs can follow to ensure changes are managed systematically. The structured approach of Prosci helps PMs break down complex changes into manageable steps. Each phase of the ADKAR model — Awareness, Desire, Knowledge, Ability, and Reinforcement — provides specific goals and actions. This structure ensures that nothing is overlooked and that each step builds on the previous one, leading to a comprehensive change strategy.
Focus on People: Successful product changes require buy-in from various stakeholders. Prosci emphasizes understanding and addressing human resistance to change. Change management is as much about people as it is about processes. Prosci’s methodology highlights the importance of addressing the human side of change. PMs learn to anticipate and mitigate resistance by understanding the concerns and motivations of different stakeholders. This people-centric approach ensures higher engagement and smoother transitions.
Scalability: Whether it’s a minor feature update or a major product overhaul, Prosci’s methodology can be scaled to fit the scope of the change. Prosci’s scalability means it can be applied to changes of any size, from small feature updates to large-scale product overhauls. This flexibility is particularly useful for PMs who often juggle multiple projects with varying degrees of complexity. By scaling the methodology to fit the project, PMs can ensure consistent and effective change management.
Measurable Outcomes: The ADKAR model offers measurable steps to track progress and success, enabling PMs to make data-driven decisions. The ADKAR model’s focus on measurable outcomes allows PMs to track progress and make data-driven decisions. Each phase of the model has clear indicators of success, enabling PMs to assess whether the change is on track and where adjustments might be needed. This focus on metrics helps in demonstrating the value of change management to stakeholders and in making informed decisions throughout the change process.

Let’s understand with help of examples :

Communication

Effective communication is pivotal in change management. PMs need to ensure that all stakeholders are aware of the change, understand its benefits, and are motivated to support it. Clear and consistent communication helps in building trust, reducing uncertainty, and ensuring that everyone is on the same page.

Scenario : Transition to a Subscription-Based Model

Consider a company that decides to transition from a one-time purchase model to a subscription-based model for its software product. The PM can use the ADKAR model to manage this change:

Awareness: Communicate the change to customers, explaining the reasons and benefits. This might involve detailed blog posts, emails, webinars, and FAQs to ensure comprehensive understanding.
Desire: Highlight the advantages such as lower upfront costs, continuous updates, and added features to create a desire for the new model. Case studies and testimonials from early adopters can also help in building this desire.
Knowledge: Provide detailed information and training on how the subscription model works. This could include video tutorials, user guides, and customer support resources.
Ability: Ensure the technical infrastructure supports the new model and customers can easily transition. Offering personalized support and troubleshooting can help customers overcome any initial hurdles.
Reinforcement: Continuously support customers and gather feedback to reinforce the change. Regular check-ins, surveys, and updates on new features and improvements can help maintain customer satisfaction and loyalty.

Addressing Resistance

Resistance to change is natural. PMs need to identify potential sources of resistance early and address them proactively. Understanding the root causes of resistance — whether it’s fear of the unknown, perceived negative impacts, or a lack of trust in the change process — allows PMs to develop targeted strategies to mitigate these concerns.

Scenario: Introducing a New Feature

Imagine introducing a new feature that automates a part of the user’s workflow. Some users might resist, fearing it will make their roles redundant. The PM can:

Conduct surveys and interviews to understand concerns. This direct engagement helps in identifying specific issues and tailoring responses.
Offer training sessions to demonstrate how the feature enhances their role rather than replacing it. Showing practical examples of how the feature can save time and improve accuracy can alleviate fears.
Create pilot groups to showcase success stories and build trust. Early adopters can provide testimonials and act as advocates, helping to persuade more skeptical users.

Building a Change Network

Successful change often requires a coalition of support. PMs should build a network of change champions within the organization to advocate for and drive the change. These champions can provide valuable insights, help in communicating the benefits of the change, and assist in addressing resistance.

Scenario: Implementing Agile Methodology

When a PM aims to transition the development team to Agile methodology, they can:

Identify influential team members who support Agile. These individuals can act as role models and influencers, helping to persuade others.
Train these members thoroughly so they can assist others. Providing in-depth training ensures that these champions are well-equipped to answer questions and address concerns.
Use their influence to address doubts and promote the benefits of Agile across the team. Regular meetings and feedback sessions with these champions can help in refining the implementation strategy and ensuring widespread adoption.

Continuous Improvement

Change management is not a one-time effort but an ongoing process. PMs can learn the importance of continuous improvement from Prosci’s emphasis on reinforcement. By regularly assessing the impact of changes and seeking feedback, PMs can identify areas for improvement and make necessary adjustments.

Scenario: Launching a New Product

Consider the scenario of launching a new product. The initial launch phase involves significant planning and execution, but the post-launch phase is equally important. PMs can:

Gather customer feedback to understand their experiences and identify any issues. This can involve surveys, user interviews, and monitoring social media and support channels.
Analyze this feedback to identify patterns and areas for improvement. Using this data, PMs can prioritize updates and enhancements that address the most common concerns.
Communicate these improvements to customers, reinforcing the message that their feedback is valued and acted upon. This continuous engagement helps in building a loyal customer base and ensuring the long-term success of the product.

Pros and Cons of Prosci Change Management

Pros

Comprehensive Framework: Prosci offers a detailed and structured approach that covers all aspects of change management.
Focus on People: Emphasizes the human side of change, ensuring stakeholder engagement and buy-in.
Scalability: Adaptable to changes of any size and complexity.
Proven Methodology: Widely used and recognized, backed by extensive research and case studies.
Clear Metrics: Provides measurable steps to track progress and success, enabling data-driven decision-making.

Cons

Resource Intensive: Implementing Prosci can require significant time and resources, which may be challenging for smaller teams or projects. Training, communication, and continuous reinforcement demand ongoing investment.
Complexity: The detailed nature of the methodology can be overwhelming, particularly for those new to change management. The comprehensive framework may seem daunting and require a steep learning curve.
Resistance to Formal Processes: Some agile and fast-paced environments may find the structured approach too rigid. The formal steps may conflict with the flexible and iterative nature of agile methodologies.

Final Thoughts!

Prosci Change Management offers a robust and proven methodology that can greatly benefit Product Managers. By understanding and applying its principles, PMs can navigate the complexities of change, drive successful product adoption, and ensure stakeholder satisfaction. PMs who embrace Prosci’s methodology can enhance their ability to manage change effectively, ensuring their products not only reach the market but also thrive in it.