This is the presentation and workshop material used recently in Austin for the Austin Software Process Improvement Network (A-SPIN) that was given last week
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
To serve or not to serve - there is no question for a leaderSteven Martin
White paper on Servant Leadership presented at PMI Global Congress 2015. From the Abstract:
I am often called into organizations to help them address significant business, product and/or people issues. Regardless of the organization’s core issue(s), I regularly find the mindset of leadership at the heart of the dysfunction. A relentless top-down driven environment with work pushed onto teams is common. This tends to lead to a culture of indifference, lack of accountability and/or innovation, and results not typically aligned with stakeholder needs. With a servant leader approach, where a partnership and coaching stance is used, I generally see much better results, increased morale and more growth from all parties. Transitioning to a servant leader mindset is a challenging and lengthy journey. Several approaches are discussed.
This is the presentation and workshop material used recently in Austin for the Austin Software Process Improvement Network (A-SPIN) that was given last week
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
To serve or not to serve - there is no question for a leaderSteven Martin
White paper on Servant Leadership presented at PMI Global Congress 2015. From the Abstract:
I am often called into organizations to help them address significant business, product and/or people issues. Regardless of the organization’s core issue(s), I regularly find the mindset of leadership at the heart of the dysfunction. A relentless top-down driven environment with work pushed onto teams is common. This tends to lead to a culture of indifference, lack of accountability and/or innovation, and results not typically aligned with stakeholder needs. With a servant leader approach, where a partnership and coaching stance is used, I generally see much better results, increased morale and more growth from all parties. Transitioning to a servant leader mindset is a challenging and lengthy journey. Several approaches are discussed.
The Collaboratory: Problem-Solving in the Learning EnvironmentGreg Louviere
This session focuses on the interjection of problem-solving into the learning environment, establishing the Collaboratory as an engine for creative decision-making within a collaborative setting. Of the numerous problem-solving methods available, this presentation examines solution-based "design thinking" in the learning context. Through research and case studies, the presentation will delve into the spatial features that successfully foster a problem-solving learning environment. In recent years, many institutions have created Colaboratories, including the Mayo Clinic, Harvard Innovation Lab, and Stanford d:school. The purpose of which is to investigate problems such as climate change, health care, sustainability, economic globalization, learning equity, business growth and entrepreneurship. This presentation will explain the reasons why the problem-solving environment of a Collaboratory can become a learning opportunity in Higher-Education and K-12 applications and, the reason for its proliferation among corporations, organizations and institutions.
Management by walking around emphasizes the importance of interpersonal contact, open appreciation, and recognition. It is one of the most important ways to build civility and performance in the workplace.
Increasing project success rates using project behavioral coachingWGroup
This strategy brief discusses the use of project behavioral coaching, which is a technique based on the science of human behavior that can be used with any methodology to drive up success. Covers the high level steps used in performing the project behavioral coaching™ (PBC) technique as a guide for project professionals that desire an introduction to learning the basics.
Greetings from SIMCON !
Wish you Merry Christmas and Happy New Year !
It gives us immense pleasure to present you December Edition of our monthly newsletter "BEACON".
This issue covers articles on HR consulting (by our SIMSREE student Mr. Avdhoot Patane), IT consulting, book review of 'The Mckinsey Mind', industry related recent news and quiz.
Hope you enjoy reading the newsletter ! Do provide your valuable feedback.
For more updates on consulting industry, keep visiting our FB page.
http://www.facebook.com/SimCon
Today’s most forward-thinking IT leaders view outsourcing not as a cost reduction tactic but rather as a strategic vehicle and catalyst for transforming the organization into a digital business. They have learned that taking an approach that drives alignment with business requirements, transforms the state of IT, and changes the “work” that is being done not only produces better service levels but also delivers exponentially greater cost savings. In this new white paper, "IT Outsourcing Is Not About Cost Savings", The Outsourcing Institute and WGroup have teamed up to provide guidance to help you rethink IT outsourcing and how you can deliver increased shareholder value.
Using Business Process Mapping as a Communication Facilitator in the Global Enterprise
Information versus Communication
In a recent article on Lombardi Software and in particular their Blueprint business process mapping solution, I referred to John C. Maxwell’s assertion that “information is giving out; communication is getting through.”
It is an interesting perspective in that traditionally process mapping has been viewed as a way of providing an overview of the intricacies of the internal “architectures” that define and drive the modern enterprise. It has rarely (if ever) been considered a communication tool or facilitator. And herein lays the reason for its “boutique” status that has limited its practice to a select few “techies” who are perceived as being more system-oriented versus people-oriented.
By 2017, IBM had trained 50 000 of its employees in design thinking. Big players across all in- dustries are bringing the design mindset and design thinking tools into their ranks. They are motivated by the challenge of gaining competitive advantage and looking for sustainable models
to innovate. Creative sales pitches from marketing wizards will make design thinking sound very easy, but that is one of the many misconceptions in this field. However, starting with the right expectations and following tested implementation tips can help bring very tangible benefits to BPO organizations.
What is the future for Project leadership? - APM Project ArticleDonnie MacNicol
Donnie MacNicol is director of Team Animation Ltd. He is sought after for his expertise on the leadership and organisational aspects of deploying and leveraging business benefit from project, programme and portfolio management. Here he discusses some key areas of focus for project leaders.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
The Collaboratory: Problem-Solving in the Learning EnvironmentGreg Louviere
This session focuses on the interjection of problem-solving into the learning environment, establishing the Collaboratory as an engine for creative decision-making within a collaborative setting. Of the numerous problem-solving methods available, this presentation examines solution-based "design thinking" in the learning context. Through research and case studies, the presentation will delve into the spatial features that successfully foster a problem-solving learning environment. In recent years, many institutions have created Colaboratories, including the Mayo Clinic, Harvard Innovation Lab, and Stanford d:school. The purpose of which is to investigate problems such as climate change, health care, sustainability, economic globalization, learning equity, business growth and entrepreneurship. This presentation will explain the reasons why the problem-solving environment of a Collaboratory can become a learning opportunity in Higher-Education and K-12 applications and, the reason for its proliferation among corporations, organizations and institutions.
Management by walking around emphasizes the importance of interpersonal contact, open appreciation, and recognition. It is one of the most important ways to build civility and performance in the workplace.
Increasing project success rates using project behavioral coachingWGroup
This strategy brief discusses the use of project behavioral coaching, which is a technique based on the science of human behavior that can be used with any methodology to drive up success. Covers the high level steps used in performing the project behavioral coaching™ (PBC) technique as a guide for project professionals that desire an introduction to learning the basics.
Greetings from SIMCON !
Wish you Merry Christmas and Happy New Year !
It gives us immense pleasure to present you December Edition of our monthly newsletter "BEACON".
This issue covers articles on HR consulting (by our SIMSREE student Mr. Avdhoot Patane), IT consulting, book review of 'The Mckinsey Mind', industry related recent news and quiz.
Hope you enjoy reading the newsletter ! Do provide your valuable feedback.
For more updates on consulting industry, keep visiting our FB page.
http://www.facebook.com/SimCon
Today’s most forward-thinking IT leaders view outsourcing not as a cost reduction tactic but rather as a strategic vehicle and catalyst for transforming the organization into a digital business. They have learned that taking an approach that drives alignment with business requirements, transforms the state of IT, and changes the “work” that is being done not only produces better service levels but also delivers exponentially greater cost savings. In this new white paper, "IT Outsourcing Is Not About Cost Savings", The Outsourcing Institute and WGroup have teamed up to provide guidance to help you rethink IT outsourcing and how you can deliver increased shareholder value.
Using Business Process Mapping as a Communication Facilitator in the Global Enterprise
Information versus Communication
In a recent article on Lombardi Software and in particular their Blueprint business process mapping solution, I referred to John C. Maxwell’s assertion that “information is giving out; communication is getting through.”
It is an interesting perspective in that traditionally process mapping has been viewed as a way of providing an overview of the intricacies of the internal “architectures” that define and drive the modern enterprise. It has rarely (if ever) been considered a communication tool or facilitator. And herein lays the reason for its “boutique” status that has limited its practice to a select few “techies” who are perceived as being more system-oriented versus people-oriented.
By 2017, IBM had trained 50 000 of its employees in design thinking. Big players across all in- dustries are bringing the design mindset and design thinking tools into their ranks. They are motivated by the challenge of gaining competitive advantage and looking for sustainable models
to innovate. Creative sales pitches from marketing wizards will make design thinking sound very easy, but that is one of the many misconceptions in this field. However, starting with the right expectations and following tested implementation tips can help bring very tangible benefits to BPO organizations.
What is the future for Project leadership? - APM Project ArticleDonnie MacNicol
Donnie MacNicol is director of Team Animation Ltd. He is sought after for his expertise on the leadership and organisational aspects of deploying and leveraging business benefit from project, programme and portfolio management. Here he discusses some key areas of focus for project leaders.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
Organisational Development - Effective Strategies MP Sriram
Transcript of the talk given by M.P. Sriram , Partner ,Aventus Partners at the “National Seminar on
Innovation and Strategic Business Practices” conducted by SNGIST on 15.10.14
Organizational Change Consulting In unit one the discussio.docxalfred4lewis58146
Organizational Change Consulting
In unit one the discussion centered around the reinvention and culture of the
organization, the way business is conducted. This unit shifts the focus to what people
do by examining the role of an organizational development consultant, the diagnostic
process, and peoples’ resistance to change.
The OD Consultant
A change agent is a person or team responsible for beginning and maintaining a change
effort. Change agents may come from inside an organization, in which case they are
called internal consultants, or they may come from outside an organization, in which
case they are called external consultants. The role of the organizational development
(OD) consultant is to initiate, stimulate, and facilitate change. William Bridges
explains that things change but people transition (as cited in Montgomery, 2009). The
OD consultant is therefore concerned primarily with the people aspect of the change
events.
One of the basic roles of the consultant is to facilitate and teach the client how to
identify the problem, diagnose and solve the problem. This reduces the dependency of
the client on the consultant but also empowers the client and is associated with higher
corporate buy-in rates.
Clearly, OD consultants must have a number of skills in order to be successful. In
particular, consultants need to possess both leadership and management expertise. In a
leadership role, consultants should be able to facilitate rather than direct, keep
information flowing, and use multiple methods on a consistent basis.
Problem solving is another skill an effective consultant hones. He or she has to be able
to identify and focus on the next set of problems. Organizations and processes
experience flux, which often results in new and unanticipated problems, which cannot
be ignored. Inherent to the skill of problem solving, however, is valid diagnosis. So
how does an organizational consultant accurately decipher root problems?
The Diagnostic Process
The diagnosis is a two-fold process: an assessment of the variables, and a report on
possible corrective interventions. Diagnosis involves gathering data, interpreting the
data, identification of problem areas and options for solutions. Diagnostic tools consist
of interviews, surveys, instruments, observation and review of public records. To
many, diagnosis is the most important stage. Success or failure of change strategies is
dependent on several things but accurate diagnosis is critical. Failure to address the
root cause or intervening in processes that were previously fully functional is
inappropriate and costly change, but if the problem is properly diagnosed and the
intervention strategy appropriate, why can change still be so difficult for organizations
to enact smoothly?
Resistance to Change
Change is often problematic unless the cause and solution are readily transparent.
Generally speaking, change is.
Stakeholder Management for Development Corporation
(Real Estate Development - Project Management - Stakeholder Management)
Stakeholder management is an indispensable component responsible for the ease of delivery of any program, plan or engagement. It is chiefly concerned with effectual management for objectives realization of a given plan, program, activity or engagement. This has to do with achieving the necessary balance between objectives and expectations of stakeholders so as to nib any probable frustrations associated with the program’s delivery in the bud. To do this, the necessary and agreeable processes of stakeholder management need to be fused with the sublime but often challenging business environments.
How Internal Communications can drive Organizational ChangePoppulo
Download the complete (free) guide on the same topic here: http://bit.ly/2MeXmXX
Change is now business as usual at organizations. And today internal communicators need to move from ‘managing’ change to leading and enabling change.
Presentation takeaways:
- The essential role of internal communication during change management
- The questions to ask when building a strategy
- Understanding the 7 key drivers of change
- How to gain insight and measurement into your campaigns
- The value of sharing results with stakeholders
- Change management is an approach to any project or organizational change that addresses the less visible and often emotional resistance and risks that oppose a change.
We present "How Internal Communications can drive Organizational Change" - a 7 minute must-read deck for every IC professional.
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Research shows only 30% of organizations see their change management as successful. Here are 3 key areas to focus on to enable change.
Learn more - http://gt-us.co/1aDc2t1
Scientist and novelist C.P. Snow wrote that social change was "so slow that it would pass unnoticed in one person's lifetime. That is no longer so. The rate of change has increased so much that our imagination can't keep up." Two of the most critical elements of leadership are the introduction and management of change. Most organizations rise or fall based on how well they manage the introduction of change and the control of uninvited changes in their environment.
Change management and Managing Change as a ProcessRajlaxmi Bhosale
The process of causing a function , practice, or thing to become different somehow compared to what it is at present or what it was in the past.Types of Changes Understanding Change Management.Understanding,Planning and Implementing Change
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Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
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Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
1. White Paper #28
Stakeholder Management
May 2014
By: Garth Holloway
Managing Director
Sixfootfour
Tel: +61 (0)2 9451 0707
garthh@sixfoot4.com
www.sixfoot4.com.au
2. I am frequently asked to comment on the mechanics of change management, a level of detail I have
tried hard to avoid until now. Most texts on the subject define the four building blocks of change
management as: stakeholder management, communications, training, and the management of
change. This article covers stakeholder management with future articles to address training and
communications. The management of change has been addressed in my previous articles.
It is common to hear that, on less successful projects, the change management program failed or
that “we would have delivered a better project if we had started the change management earlier” or
words similar in nature.
These statements assume that the project had any change management at all. Frequently, this is not
the case. Sure, those involved did training and some communications. They may even have
completed a stakeholder analysis. But stakeholder analysis, training, and communications are
seldom delivered in a cohesive, integrated broadside to the organisation. I use the word broadside
as I do not want to call them activities. Treating them as activities is why change management
programs frequently fail to deliver the desired changes in behaviour. Activities tend to get
completed sequentially and then signed off as complete when delivered. In this case the project, at
best, has a change coordinator. “We have done the stakeholder analysis” – tick.
When it comes to change, the most fundamental question to ask is: so what?
What was learnt from the change activity? And what is the business going to do with the new
information? Note that I do not ask what the project team is going to do with the information. That
is of lesser importance than what the business is going to do with it. The distinction is vital, as the
project team cannot change the business. Only the business (line management) can change the
business. The project team will do all the heavy lifting and will meet all the agreed deliverables. It
just won’t change the business. There is an old consulting joke: how many consultants does it take to
change a light bulb? The answer is just one, but the light bulb has to want to change. If the business
does not want to change, then the project will, despite its best efforts, deliver a sub-optimal result.
This preamble sets the scene for the fact that when a change manager leads a change initiative, the
emphasis must be on the result, not on the initiative itself. The sponsor owns the project and is
accountable for realising the benefits. Project ownership has to include the change program.
Therefore, by extension, the change manager does not own the change program. Rather they are
the designated subject matter expert on guiding companies through the difficulties associated with
change and, primarily, their role should be to mentor the stakeholders through the change journey.
Being a subject matter expert does not exempt them from preparing traditional deliverables such as
training packs and communications.
It is common to kick off a project with a change management plan similar to the following table.
3. Change Activity Month
1
Month
2
Month
3
Month
4
Month
5
Month
6
1. Develop Change Management
Strategy and Plan
•
2. Develop Change Impact
Assessment
•
3. Develop Stakeholder
Management Plan
•
4. Develop Communications Plan •
5. Develop Communications •
6. Develop Training Plan •
7. Develop Training Material •
8. Develop Change Readiness
Assessment
•
9. Develop Change Management
Schedule (integral with project)
•
10. Deliver Stakeholder
Management Plan
• • • • •
11. Deliver Communications • • • • •
12. Deliver Training •
13. Deliver Change Readiness
Assessment
• •
14. Manage Change Management
RAID Log
• • • • •
I agree with all these activities, just not the order in which they are shown.
The primary variable in change management is people’s behaviour, as individuals and as groups, and
a key objective of any change program is to establish predictability. For the wider stakeholder
community, predictability is knowledge of the future changes and their impact on the individual or
group, and for management, predictability is knowledge of how the community will respond to the
change.
Stakeholder management is the means by which the change manager provides this predictability
and it needs to be done in a format appropriate to the stakeholder. This makes stakeholder
management the most important step in change management and it moves from being a discrete
task to being the backbone of all the change management activities.
To actively manage the stakeholders requires that there is agreement on who the stakeholders are.
Stakeholders can be individuals or groups. For example, the CFO and the executive team are two
stakeholders. The CFO is also part of the executive team, but the CFO position is important enough
for it to be identified as a specific stakeholder in the project.
My recommendation is to work with managers who are easily identified as stakeholders to identify
the extended set of stakeholders. This is most readily achieved through an impact analysis
workshop. The methodology table shown above indicates that the impact analysis is completed prior
4. to the stakeholder management workshop. In practice the two activities are iterative in nature and
one informs the other.
An impact analysis is a determination of how widely the “ripple effect” of the project will be felt, as
well as the strength of the ripples. Ripples are typically operational, financial, or reputational in
nature and I use these terms with the broadest possible definition. The implication of the word
“strength” is to indicate that there are stakeholders that are not directly impacted by the project,
but will be aware of and interested in the project. There are also stakeholders that will only become
relevant if the project goes poorly.
Completing the impact analysis as part of the stakeholder management workshop is valuable, as it
encourages the existing stakeholders to consider who else will be impacted by the project. It is also
an early step in enlisting the stakeholders on the change journey and allowing them the time to
become invested in the project.
The next step is to determine how to engage with, or manage, each stakeholder.
There are some very sophisticated methodologies designed to rank stakeholders. The following 2x2
matrix, by comparison, is a simplistic but frequently used approach.
The matrix is a simple comparison of Power (the capability to influence the direction or outcome of
the project) and Interest (the desire to influence the direction or outcome of the project).
This raises the question, how are Power and Interest defined?
Power
Interest
Low
High
Low High
Manage
Monitor
Involve
Inform /
Engage
5. In her article posted on the American Express Open forum
(https://www.americanexpress.com/us/small-business/openforum/s/?query=Nicole%20Lipkin%20)
Psychologist Nicole Lipkin discusses seven types of power, namely:
Legitimate Power is where a person in a higher position has control over people in a lower position in
an organisation.
“If you have this power, it’s essential that you understand that this power was given to you (and can
be taken away), so don’t abuse it.” Lipkin says. ”If Diane rises to the position of CEO and her
employees believe she deserves this position, they will respond favourably when she exercises her
legitimate power. On the other hand, if Diane rises to the position of CEO, but people don’t believe
that she deserves this power, it will be a bad move for the company as a whole.”
Coercive Power is where a person leads threats and force. It is unlikely to win respect and loyalty
from employees for long.
“There is not a time of day when you should use it,” Lipkin tells us. “Ultimately, you can’t build
credibility with coercive influence — you can think of it like bullying in the workplace.”
Expert Power is the perception that one possesses superior skills or knowledge.
“If Diane holds an MBA and a PhD in statistical analysis, her colleagues, and reports are more
inclined to accede to her expertise,” Lipkin says.
In order to keep their status and influence, however, experts need to continue learning and
improving.
Informational Power is where a person possesses needed or wanted information. This is a short-term
power that doesn’t necessarily influence or build credibility.
For example, a project manager may have all the information for a specific project, and that will give
her “informational power.” But it’s hard for a person to keep this power for long, and eventually this
information will be released. This should not be a long-term strategy.
Reward Power is where a person motivates others by offering raises, promotions, and awards.
“When you start talking financial livelihood, power takes on a whole new meaning,” Lipkin says. For
example, “both Diane and Bob hold a certain amount of reward power if they administer
performance reviews that determine raises and bonuses for their people.”
Connection Power is where a person attains influence by gaining favour or simply acquaintance with
a powerful person. This power is all about networking.
“If I have a connection with someone that you want to get to, that’s going to give me power. That’s
politics in a way,” Lipkin says. “People employing this power build important coalitions with others
6. … Diane’s natural ability to forge such connections with individuals and assemble them into coalitions
gives her strong connection power.”
Referent Power is the ability to convey a sense of personal acceptance or approval. It is held by
people with charisma, integrity, and other positive qualities. It is the most valuable type of power.
The important point, here, is that the application of these power types needs to be thought through
carefully. The most frequently used definition of power is legitimate power and using this definition
alone is short-sighted. Staff who have relatively low legitimate power can have very high power
when it comes to influencing the success of the project. This is especially true for subject matter
experts.
Equally, interest can have multiple variables. For completeness I recommend using the same
categories as those used to determine the “ripples” in the impact analysis, namely:
Operational – a primary focus on structure, strategy, environment, and implementation; a desire to
improve the operational effectiveness and efficiency of the business.
Financial – a primary focus on the ROI and the impact on the balance sheet.
Reputational – a primary focus on the company’s reputation in the market, or the individual
stakeholder’s own brand value.
Typically all three variables will apply, but each stakeholder will have a leaning to one or another of
them. For example, a middle manager will have a high interest in the operational benefits of the
project and a lower interest in the financial aspects. They get their salary no matter what, so
financially the project may not change their situation much, but operationally, the project could
make their life much easier.
To fully consider the relationship between each of the variables, it makes more sense to use a table
rather than the simple 2x2 grid.
7. Power Dominant
Interest
Nature of Interest
Stakeholder
X Y Z
Legitimate Power M H
O
Coercive Power H H
F
Expert Power L H
R
Informational Power
Reward Power
Connection Power
Referent Power
H = High, M = Medium, L = Low.
F = Financial, O = Operational, R = Reputational
Stakeholder X has high (legitimate) power and a high interest in the operational results of the
project. Stakeholder Z, by comparison, is an expert and potentially will never rise to the senior levels
of management. Consequently they have little political power, but a very high interest in the project
as it showcases their expertise and it can substantially enhance their reputation.
In many respects a stakeholder matrix is a political map and, when completed at the start of the
project, it reflects an ideal position that is subject to change. It is therefore important to conduct a
sensitivity analysis against the project variables of time, cost, and quality to gauge changes in each
that will affect the status of each stakeholder. It is not hard to believe that the executive team would
move quickly from having a low interest in a project to a very high interest once the project started
to substantially exceed its budget (time or money) or if the deliverables started to fall short of
expectation.
A key activity in any change program is risk management. I consider the change management plan to
be inextricably linked with risk management and I cannot reconcile why so many projects maintain a
steadfast separation between them. The stakeholder management plan and associated sensitivity
analysis should be a key input into the risk management plan and conversely, the risk register can
inform the sensitivity analysis.
How a stakeholder is scored defines how they should be engaged with through the course of the
project. In essence, this then becomes the change management plan. This includes the sensitivity
analysis.
8. The 2x2 matrix shows a simple response for each cell. This response is only a guide and the true
complexity is revealed when attempting to determine what manage means for each stakeholder.
Consider: the manifestation of “manage” is very different when it comes to an internal stakeholder
as compared to an external stakeholder, or to manage an individual is very easy as opposed to
managing a group. Equally, a stakeholder with high expert power requires very different
management to a stakeholder with legitimate power. It is fairly easy to replace a manager
(legitimate power) and relatively difficult to replace an expert.
The appropriate action is also defined by the nature and degree of change required by the
stakeholder. Some stakeholders will require management that enables them to see the world
differently. This is management of their attitude. Other stakeholders will be required to learn new
skills. This is management of their technical profile.
Equally, process performers will require detailed training to give them the skills they will require at
the end of the project. This means that training is not a completely separate activity to stakeholder
management. Rather it is a type of stakeholder management.
Appropriate actions to manage stakeholders should include a combination of the following
techniques.
Technique Type Description/Purpose
Training Awareness training High-level summary information on the
technical aspects of the project to provide
context and understanding.
Technical training Detailed training to create or improve skills.
Communications Face-to-face meetings/forums
Many-to-many
Small groups and committees that meet on a
reoccurring basis to discuss the project.
Characterised as being highly interactive.
Face-to-face private meetings
One-to-one/few
Private meeting with one or two people. The
conversation is expected to cover topics not
readily addressed in bigger meetings or
forums.
9. Email Electronic communication. Ensures that all
recipients receive the same message at the
same time. Impersonal in nature.
Town-hall meetings An address to a large audience, typically by a
senior manager. Has a personal element to it.
Marketing collateral Brochures, posters, T-shirts etc. Good for
branding and low impact messaging.
Theatre The use of professional actors to role-play
specific scenarios to reinforce the messaging
used elsewhere in the project. Very effective
when used to illustrate the need for change.
Website updates Acts as an electronic brochure and message
board. Provides consistent messaging.
Intranet forums (chat rooms) Interactive online sessions to allow
anonymous or open conversation on the
project. Great for question and answer
sessions over an extended period of time.
Suggestion/comment boxes A physical box where staff can submit written
questions, suggestions, or concerns to
management. The comments can be
anonymous or not.
Participation Active management of project Active and continuous engagement with
selected stakeholders that have recognised
responsibility and/or accountability for
outcomes.
Occasional input as a subject
matter expert
Active engagement with subject matter
experts who have responsibility for the
suitability and quality of a specific outcome.
Decision-making Managers responsible for making decisions
that bind the company. Typically this will be
senior management.
Decision endorsement Managers that are asked to provide support
for a decision that will be tabled for approval.
The manager’s endorsement is desirable, but
not mandatory, as it ensures the manager’s
support when the decision is implemented.
Knowing which technique to use when is related to the “power” associated with the stakeholder.
The following table illustrates the dominate intervention type for each type of power. It should be
noted that most of the remaining types of intervention should also be relevant. For instance, you will
never stop using email.
10. Technique Type Legitimate
Power
Coercive
Power
Expert
Power
Informa
tional
Power
Reward
Power
Connection
Power
Referent
Power
Training Awareness training Y Y Y Y Y Y Y
Technical training Y
Communications Face-to-face public
meetings/forums
One-to-many
Y Y Y Y Y Y Y
Face-to-face private
meetings
One-to-one/few
Y Y Y Y Y
Email Y
Town-hall
Marketing collateral
Theatre
Website updates
Intranet forums (chat
rooms)
Y
Participation Active management
of project
Y
Occasional input as a
subject matter expert
Y
Decision approval Y
Decision
endorsement
Y Y Y Y Y
I close with a reinforcement of the message that only the business can change itself and the change
manager must ensure that they do not absolve the stakeholders from their accountability if they
wish to ensure change is successful.