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Stakeholder Communication

Process to enable continuous dialogue & improvement

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Stakeholder Communication

  1. 1. Stakeholder Communication Process to enable continuous dialogue & improvement Anand Subramaniam
  2. 2. <ul><li>“You don't hear things that are bad about your company unless you ask. It is easy to hear good tidings, but you have to scratch to get the bad news.” </li></ul><ul><ul><li>- Thomas J. Watson </li></ul></ul>
  3. 3. Highlights <ul><li>Stakeholder Relationship Management </li></ul><ul><li>Communication – Overview </li></ul><ul><li>Stakeholder Commitment </li></ul><ul><li>Communication – Process & Tools </li></ul>
  4. 4. Stakeholder Relationship Management
  5. 5. SRM – Conceptual Overview Stakeholder Relationship Management Stakeholder Analysis Stakeholder Engagement Continuous Improvement Continuous Improvement
  6. 6. SRM - Framework Stakeholder Analysis and Mapping Identify key stakeholders Define stakeholders concerns & issues Assess their level of commitment and resistance Communication Strategy and Planning Review methods to inform different groups including timing / frequency Use the communication plan and create continuous dialog with all stakeholders Obtain feedback and involvement Engagement Strategies and Techniques Techniques to involve the stakeholders in the design and implementation Continuous Assessment and Follow through Clarification of roles and responsibilities for SRM Validate & evaluate communication processes
  7. 7. Communication - Overview
  8. 8. Communication Challenges Failure to train staff in new skills Special Interests lobbying against change Customers/ Beneficiaries Internal Workforce Internal Managers and Supervisors External Business Partners Other Key Audiences Legislators Public Media Challenges Benefits of change not clear Leadership not aligned Unclear vision Fear of change Failure to communicate Lack of resources Interference Interference
  9. 9. Communication Needs Assessment <ul><li>What are the communication goals? </li></ul><ul><li>What communication vehicles will be most effective? </li></ul><ul><li>When do stakeholders need to receive communication? </li></ul><ul><li>Are there any project spokespeople or project champions? </li></ul><ul><li>Who are the key stakeholders (internal and external)? </li></ul><ul><li>What potential supporters exist within customer groups? </li></ul><ul><li>What are the key messages that need to be communicated? </li></ul><ul><li>What is the process to handle customer questions / complaints? </li></ul>
  10. 10. Responsible for Communication Change Mgmt Team Leader 6% Change Management Team Member 7% CEO / President 25% Employee's Supervisor 31% Department Head 9% Senior Mgmt 11% Executive Manager 11%
  11. 11. Communication Strategy <ul><li>How will stakeholder feedback be gathered? </li></ul><ul><li>What are the benefits that you hope to achieve? </li></ul><ul><li>When and how often will the information be delivered? </li></ul><ul><li>What role will leaders play in the communications plan? </li></ul><ul><li>What protocol will be used with internal & external media? </li></ul><ul><li>What are the key messages that everyone needs to know? </li></ul><ul><li>How will the effectiveness of your communications be measured? </li></ul><ul><li>What means will you be using to communicate status to stakeholders? </li></ul>
  12. 12. Stakeholder Commitment
  13. 13. Stakeholder - Commitment Curve Degree of support for the project Awareness Understanding Buy-in Commitment confusion unaware negative perception involvement aborted decision not to get involved
  14. 14. Commitment Curve - Definitions <ul><li>How much real involvement and participation does the audience demonstrate? </li></ul><ul><li>To what extent is this project and its issues institutionalised ? </li></ul><ul><li>Is the change regarded as a matter of course? </li></ul><ul><li>Articulates the change as an accepted norm </li></ul><ul><li>Demonstrates personal ownership of the project </li></ul>Commitment <ul><li>To what extent is everyone committed to and enthusiastic about the project? </li></ul><ul><li>Is there evidence of positive support/endorsement for the project? </li></ul><ul><li>Works toward project objectives by testing the new concepts and implications </li></ul><ul><li>Able to articulate commitment to the goals of the project </li></ul>Buy-in <ul><li>How well do the stakeholders actually understand what the project involves and how it affects them? </li></ul><ul><li>Accepts the nature and intent of the project </li></ul>Understanding <ul><li>How well is each group informed about the project and its issues? </li></ul><ul><li>Do they realise that they will be affected by the issue? </li></ul><ul><li>Encounters the project and realises that the change is imminent </li></ul><ul><li>Has a high-level awareness of the content and context of the upcoming project </li></ul>Awareness <ul><li>Informal conversations about upcoming change. </li></ul>Contact Key Questions Definition Level of Commitment
  15. 15. Communication – Process & Tools
  16. 16. Communication Process 3. Implement Communication Plan 2. Develop Communication Plan 1. Stakeholder Analysis 4. Evaluate Communication Activities
  17. 17. Communication Planning <ul><li>How will information / Knowledge be stored? </li></ul><ul><li>What information goes to whom, when, & how? </li></ul><ul><li>Who can access what information? </li></ul><ul><li>Who will update the information and knowledge? </li></ul><ul><li>What media of communication is best? </li></ul>
  18. 18. Example - Communication Plan Lead Analyst Hold sessions three times a week until all users covered Web cast presentations Remote user community Informational Remote Awareness Building Sessions Inform people of the project and the deliverables that will impact them Lead Analyst Schedule twice weekly until all users covered Stand-up presentations Local user community Informational Local Awareness Building Sessions Inform people of the project and the deliverables that will impact them Project Manager Monthly Paper - Status Report emailed to audience Sponsor Managers Steering Committee Mandatory Status Reports Responsible Delivery Frequency Delivery Method Target Audience(s) Type Deliverable/ Description
  19. 19. Example - Stakeholder Communication Training Administrator Early Stage I Mid Stage I First Live Site Announce Stage II Email; Mailings; Through Training Sessions System Overview; Phase 1 Scope Vs Future Phases, Goals, Objectives; New Business Processes, Forms, Deadlines; Access, Rollout & Training Details, FAQ End Users Implementation Functional Leads; Training Administrator Early Stage I Mid Stage I First Live Site Announce Stage II Email; Through Training Sessions System Overview; Phase 1 Scope Vs Future Phases, Goals, Objectives; New Business Processes, Forms, Deadlines; Access, Rollout & Training Details; Changes to Job Responsibilities Departmental Administrators Implementation Team Leads (internal & external); Weekly (for Status Meetings); As required for others Meetings; Bulletin Board; Email; Workshops Roles; Responsibilities; Progress Reports; Issue Resolutions; Strategies Project Implementation Team Project Lead; Implementation Team As required Meetings; Formal Paper-Based Reports; Demos System Overview; Goals, Implementation Scope, Risk, Objectives, Timetables for Stage 1 Vs Future Stages; Status Reports; Corporate Issues; Budget; Technology Requirements; Strategies (e.g. Rollout, User Training; Reporting, Print); Change Management Management Committee; Advisory Committee Project Sponsors; Project Lead; Implementation Team Monthly Meetings; Formal Paper-Based Reports; Demos Status Reports; Strategies; Issues; Budget; Technology Requirements; Changes to Corporate Business Processes Steering Committee Responsible Schedule (WHEN) Medium (HOW) Message (WHAT) Audience (WHO)
  20. 20. Example – Document Distribution Matrix E E O O Prod. Quality Manager r Prod. Development Mgr. O Product Design Engineer O O O O Project Manager m W O Sponsor Role or Contact On request r Monthly m Biweekly b Weekly w E-mail E Printed paper P Signed Original S Originator O Bug Log Post Project Review Change Control Issues Log Test Strategy/ Plan Design Docs Contract & Procurement Requirements Status/GANTT Project Charter Document Type Legend:
  21. 21. <ul><li>“Never say no when a client asks for something, even if it is the moon. You can always try, and anyhow there is plenty of time afterwards to explain that it was not possible.” </li></ul><ul><ul><li>- Cesar Ritz </li></ul></ul>
  22. 22. <ul><li>Good Luck </li></ul><ul><li> </li></ul>

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Process to enable continuous dialogue & improvement


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