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bawi2013-intervento-general_electric

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Business Analyst, Project Manager and
Emotional Buy-in

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bawi2013-intervento-general_electric

  1. 1. NH Hotels Milanofiori, Assago (MI) - 18 Oct. 13 Business Analyst, Project Manager and Emotional Buy-in Fabrizio Bolle, Project Leader – Global Ops. Finance EU GE Global Growth & Operations
  2. 2. Buy-in vs. Emotional Buy-in BUY-IN: We all know what it is How do we do that?  Business Case! Numbers, numbers and numbers. GOOD! WE GOT THE APPROVAL! IS THIS ENOUGH? 2 © International Institute of Business Analysis
  3. 3. The emotional side of Buy-in (Part I) 3 © International Institute of Business Analysis
  4. 4. PM and BA Roles A joint game plan is key to success The Project Manager and the Business Analyst should partner during the stakeholder analysis which is key to identify who’s the target of the emotional buy-in efforts.  Deliverables  Stakeholder list, roles and responsibilities  Definition of the project tasks in which the emotional buy-in will require a specific effort (e.g. solution validation and approval, communication plan, etc.) 4 © International Institute of Business Analysis
  5. 5. Who’s our target? Keep Satisfied Monitor Biz Departments Project Team Who’s the target? Keep Informed POWER Employees Manage Closely INTEREST 5
  6. 6. Employees Biz Departments Project Team Who’s the target? CHANGE AGENT POWER Who’s our target? (Revised) Keep Satisfied Manage Closely Monitor Keep Informed IMPACT INTEREST 6
  7. 7. Innovation Adoption (E. Rogers) Can we apply Roger’s model to project and change management?
  8. 8. Stakeholders Analysis Innovators 1,5% Early Ad. 13,5% Early maj. 34% Late maj. 34% Laggards 16% 1,5% of our target population  Not our target
  9. 9. Stakeholders Analysis Innovators 1,5% Early Ad. 13,5% Early maj. 34% Late maj. 34% Laggards 16% Early Adopters  not our main target
  10. 10. Innovators and Early Adopters We don’t have to spend to much time on them, however we should use them as “INFLUENCERS” for the early and late majority
  11. 11. Stakeholders Analysis Early+Late Majority Our main target
  12. 12. Early and Late Majority Here is where we play the game: if we succeed in getting them “on board” we’ll have a booster effect on the overall project!
  13. 13. The driver’s seat How can we make sure we proactively drive the change? We can leverage different studies and apply them to our activity:  Communication  Brain physiology  Golden Circle – S. Sinek  Human Interactions  7 Habits – S. Covey  5 stages of grief – E. Kübler-Ross
  14. 14. The emotional side of Buy-in (Part II)
  15. 15. Golden Circle (S. Sinek) It demonstrates how the function of our limbic brain and the neocortex directly relate to the way in which people interact with each other  We all know WHAT we do  Some know HOW we do it  Very few knows WHY we do it
  16. 16. Human Interactions (S. Covey)
  17. 17. Six Paradigms of Human Interactions (S. Covey)       Win/Win Win/Lose Lose/Win Lose/Lose Win Win/Win or No Deal Win/Win It's not your way or my way; it's a better way, a higher way
  18. 18. The 5 stages of grief (E. Kübler-Ross) 1. 2. 3. 4. Denial — "I feel fine."; "This can't be happening, not to me." Anger — "Why me? It's not fair!"; "Who is to blame?" Bargaining — "I'll do anything for a few more years." Depression — "I'm so sad, why bother with anything?"; "I'm going to die soon so what's the point?" 5. Acceptance — "It's going to be okay."; "I can't fight it, I may as well prepare for it."
  19. 19. Empathic Listening THE KEY TO EFFECTIVE INTERPERSONAL COMMUNICATION 4 level of listening: Ignoring, Selective, Attentive, EMPATHIC Understand each other  we open the doors of creative solutions and third alternatives WIN-WIN! 19 © International Institute of Business Analysis
  20. 20. The booster effect “(Customers) perceptions of an interaction…are influenced powerfully by considerations such as its sequence of painful and pleasurable experiences” Source: Using Behavioral Science To Improve The Customer Experience McKinsey Quarterly, January 2012 20 © International Institute of Business Analysis
  21. 21. Thank you Fabrizio Bolle, Project Leader – Global Ops. Finance EU fabrizio.bolle@ge.com GE Global Growth & Operations

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