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Communications Strategy
Prepared by
Liz Steblay, Principal Consultant
Clarity
Change
Vision
Change
Change
Strategy
Leadership
Commitment
Capability
Organizational
Alignment
Go-Live Prep &
User Education
Support
& Training
Project Team
Performance
Communications
Commitment
Questions:
What are the two most effective ways that we currently communicate to end users?
Change Strategy
Effective organizational change strategy is based on setting expectations correctly and
successfully managing stakeholder perceptions throughout the project lifecycle. Given
human dynamics, it is important to establish awareness and clarity about the project months
in advance of go-live and then to build commitment to the program as go-live draws nearer.
The overall goal is to have all stakeholders fully bought into the program in time for
go-live so they are ready, willing and able to adapt to the new environment.
1. Clarity
2. Commitment
Key Changes Key terms and concepts as well as what will change
and who will be affected (set and manage expectations)
3. Capability
4. Sustainment
Capability
Sustainment
Acceptance
Hands-on
Mental tryout
Self-concern
Awareness
Go-Live
Stakeholder Perceptions
Clarity
Project Lifecycle
Increased grapevine
activity and the spread of
misinformation low
morale
Target influential people and/or end users have them become change agents
or early adopters in the field
Get buy-in of key people in each organization (Sales, Finance, Manufacturing, HR) so they
can help lead the change
Note for Sales organizations: Salespeople are competitive by nature; they will likely copy
whatever the most successful people are doing
Fulfill the informational needs of the various stakeholders and end users by
pulling them along the change curve.
Strategically build the end users awareness and acceptance of the project
Satisfy peoples curiosity to know whats in it for me (WIIFM)
Manage peoples expectations!
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Strategic
Realignment
As Needed
Communication that is
proactive, strategic and
stakeholder-driven
accelerates and increases
the likelihood of a
successful change effort.
Proactive
Message
Creation
2. Targeted Strategy
Audience focused
Clear objectives
Key messages based on
stakeholder analysis
Identified channels & timing
Defined
Process
10
Executive Staff
Create communications to address key areas of concern to ensure their full
support.
End Users
People who will be impacted by the new policies and solutions as part of
their daily jobs need to be prepared and on-board prior to go-live.
Segmenting stakeholder
audiences will facilitate the
organizational change process
by:
Ensuring active support and
change leadership from the
appropriate senior management
Increasing business involvement
(i.e. not just I.T.)
Engaging critical management
stakeholders
Targeting relevant key
messages to different groups
Maximizing buy-in and
ownership prior to go-live!
1 to 1
meetings
Dept. / Staff
meetings
Change
complexity
Roundtables &
workshops
Executive
briefings
E-Mail
messages
Intranet
Newsletters
Noticeboards
Audience coverage
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Commitment
Engagement Activities
Emails
Videos
Newsletters
Handouts
Intranet postings
Posters and flyers
Voicemail messages
Bulletin board postings
Large-scale conference calls
(e.g. quarterly meetings)
Presentation materials
Commitment
Tier 1
Engage 1:1 Engage 1:1 to Communicate Engage in
Stakeholders
to validate
vet solutions,
progress
issue
project
timeline and Engage 1:1 or in resolution,
Senior
scope,
costs
small meeting
removal of
Leaders
regarding risks
obstacles
Key Decision business
case and
and issues
Makers
priority
Tier 2
Stakeholders
Project Team
Project
Contributors
Extended
Team
Members
Tier 3
Stakeholders
Change
Recipients
Tangential
stakeholders
Show sample
reports, walk
through
process
changes, demo
functionality
and/or share
screen shots
Capability
Sustainment
Assist with
business
readiness
activities
Share success
metrics
Publicly
acknowledge and
thank team and
contributors
Celebrate success
Clarity
Prerequisites
Clarify objectives,
purpose of the project
Clarify framing (a
separate initiative or part
of something else?)
Communicate the
business case
Why do we need this?
What will change? What
will stay the same?
What are the major
benefits?
What will we lose (if
anything)?
Explain scope and
timing
What is the timeline?
Who is involved?
(sponsors, key project
leaders)
Commitment
Clarify scope and timing
What is happening now?
Who will be impacted?
(by geography and/or by
function)
Early Adopters / Change
Agents
Segment audience
groups
Gather input, understand
perceptions
Clarify impact
Highlight whats in it for
me? (WIIFM)
How will this impact daily
routines?
Target key messages to
audience needs
Host info sessions to
explain key changes,
facilitate Q&A
Capability
Enable Feedback Loop
Foster 2-way communication
(e.g. an e-mail address or via
change agents)
Periodic Updates
Explain progress to date,
including any changes in
timeline, scope and/or
approach
Continuously manage
expectations; build support
Publish case studies if
applicable
Publish results of testing or
pilot program
Sustainment
Go-Live Announcement
Inform all employees of
new process, tools
Recognize project team
Reiterate how to get help
Periodic Updates
Share tips across regions
Publicize wins (e.g.
usage statistics, success
stories)
Recognize & reward
Whats next?
Item
Official project
announcement
Managers Info
Comm.
Objective
Target
Audience(s) AwAcOS
Specific Objectives /
Key Messages
X X
Dept.
managers of
ERP
transactional
users (or all?)
1. e-mail,
2. and hardcopy
Were live!
Notes
Cutover Tip
Sheet
Timing
st
1. e-mail to dl- Mike P
Early April (1
(Stephanie) week ideally,
ERP
2. 3. Same info
but no later
th
+ more to
than the 14 .)
dept. mgrs.
Spokesperson /
Author
Medium
st
nd
(1 , 2 )
X X
Mike P.
By April 21
(Stephanie) (about a week
before the
ERP All Hands
meeting)
1. Open
Mike P,
meeting (w/ Siva
beer?)
1. e-mail to dl- Siva
ERP
2. Hard copy to
be extra
sure?
Last week of
April (by April
28)
A day or two
after the ERP
All Hands
meeting
Monday before
cut-over (May
15)
Monday, May
22
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Summary
Commitment
An overall strategy that pulls people along the change curve (i.e. gives people the
information they need just before they realize they need or want it)
Using direct supervisors where possible to convey project details and address
concerns
A way to gather input, concerns and feedback from the organization remember to
create opportunities to get people engaged!
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