Successful change focuses on stakeholders rather than objectives. A change embedded in a business through stakeholder engagement delivers more benefit than one fully addressing objectives but neglecting stakeholders. The document advocates analyzing stakeholder sentiment, continuously involving stakeholders, and addressing their needs and concerns to ensure successful change implementation. It presents a stakeholder-centric approach using sentiment analysis and interventions to monitor and improve stakeholder experience throughout the change process.

1. Successful change is about
the who rather than the
why, what or how
A change that meets 80% of requirements, but is 100% embedded in the business will deliver more benefit
than a change that meets 100% of requirements, but is not embedded in the business. In order to embed
the change, stakeholders need to feel a sense of engagement from its inception all the way through to
delivery.
While the message and the way it’s communicated are important, if stakeholders are neglected during the
change implementation, they will feel disconnected, less engaged and potentially hostile. Proactively
involving stakeholders throughout the change journey will enable the organisation to build a case for change
throughout the project rather than foist it on the organisation as the final steps of implementing new
business processes or software.
THE BSG (UK) APPROACH
Change is implemented by people – not process models, marketing brochures or training courses. A change
approach which is stakeholder centric, while still addressing relevant contextual considerations, has a far
greater chance of being embedded successfully. Merely focusing on designing the change well and rolling out
the communications is not enough. Stakeholder analysis, on-going sentiment tracking and associated
interventions are at the cornerstone of a successful change implementation.
Stakeholders’ experience of change
It is only human that people’s first reaction to change is
often “What will it mean for me?” A stakeholder centric
approach recognises this response and provides
What does this reasonable and relevant answers to help stakeholders
change mean respond positively to the change.
for me?
How does this align to Is it good for What will What is the change design?
the organisation’s What will be my job grade be?
strategy? the company? happen? Who will I be working with?
Do I have the
skills and Am I involved What communications am I
Will my company prepare ability to do in the change receiving?
me for the change? what will be and can I Is there a feedback loop to
expected of influence it? the project team?
me?
How can I be
successful?
© Business Systems Group (UK), Registered in England No. 6150570, 230 City Road, London, EC1V2TT
www.bsgdelivers.com

2. Sentiment analysis
BSG has created an in-house tool to help monitor, manage and communicate change. This ensures that the
project team are able to monitor sentiment across stakeholder communities and design the appropriate
interventions as and when required.
Ability to influence How important is Score
other stakeholders the stakeholder's
Stakeholder Attitude to Change
(1 = Low, 2 = buy-in for the (To inform areas of
Medium, 3 = High) project? specific concern)
dd/mm/yy dd/mm/yy dd/mm/yy
Name Attribute a rating of positive or negative
about the project
e.g. Brian Welsh + 3 3 9
e.g. Robert Walters -- 1 1 3
e.g. Jack Johnson ++ 2 3 6
BSG’s sentiment analysis tool.
Often, projects are afraid to engage stakeholders until the design is finalised and every detail is ironed out.
Not only does it increase risk because of the element of surprise at implementation time, it also reduces the
ability for experienced practitioners in the stakeholder community to provide input to the design, input which
could be fundamental to the success of the project.
This does not mean we can ignore the traditional tools of change management. It is vital to ensure that the
change is aligned to organisational strategy, that there are on-going communications and that training is
made available. In all cases though, these tools should be considered in the context of how they affect
stakeholder communities. They’re a means to an end rather than the end itself.
BENEFITS OF THE BSG (UK) APPROACH
• Converts make the best advocates. The use of sentiment analysis tools means that the project
understands how stakeholders’ perceptions have changed over time. Hopefully, stakeholders who are
sceptical at the outset will ultimately become receptive and maybe even excited about the change. Asking
these stakeholders to become advocates gives the change more credibility.
• Change is socialised throughout the design project. Change doesn’t happen immediately. Typically there
will be a project which designs the change (new processes, new software, etc.) and this will take some
time. Throughout the design cycle, there are opportunities to socialise the change and engage
stakeholders.
• The response of stakeholder communities can be predicted. The project team works closely with the
relevant stakeholder groups involved in the change. Sentiment is assessed and monitored as the project
team designs and builds the change. This means that we are able to predict more accurately how
stakeholder groups are going to react to the change and respond accordingly.
www.bsgdelivers.com
For more information about our service offering,
+44 20 7390 8674
please visit our website or contact us
busdev@bsguk.co.uk
© Business Systems Group (UK), Registered in England No. 6150570, 230 City Road, London, EC1V2TT
www.bsgdelivers.com